A practical guide to managing difficult employees

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Table of contents

Introduction

How to deal with difficult employees

The top 3 management mistakes that make employees mad

Keep the peace: How to implement clear workplace policies and procedures

Positive leadership + positive company culture = happy employees

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A practical guide to managing difficult employees

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Introduction Are your employees constantly squabbling, gossiping and bickering? In every workplace, as in life, there are people who just don’t mesh. Conflicts arise, and if left unchecked, they can wreak havoc on your business. As a leader, it’s up to you to resolve these conflicts and turn chaos into order.

But before you blame it all on “problem employees” you need to explore the notion that workplace unrest can also stem from lackluster management and bad business practices. The result can be a frustrated, disengaged workforce fraught with problems.

In this e-book, you will learn how to deal with difficult employees and how to create a work environment where your people feel valued, supported and respected so your business can thrive.

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CHAPTER 1: How to deal with difficult employees

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How to deal with difficult employees Negative employees create an air of discord that affects everyone around them. They can negatively impact office morale and performance, and drive down productivity.

Problem employees can also be a high liability risk. Complaints regarding their negative behavior can lead to harassment and discrimination charges, if they’re not handled correctly.

Permitting difficult employees to disrupt your workplace is bad for business, too. If they’re interacting with your clients, it could even lead to loss of business. Although addressing these employees can be uncomfortable, you need to put a stop to it quickly.

Let’s take a look at four of the most common types of difficult employees and how to coach them.

The most common ways negative employees affect your workplace

1. Lower employee morale 2. Reduce productivity3. Negatively affect other employees’ performance4. Create loss of business5. Legal liability

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How to deal with the overly emotional employee

1. The overly emotional employee Differences of opinion are common in any office setting, but when it becomes the norm instead of the exception, it needs to be addressed.

Overly emotional employees are like dynamite waiting to explode. They can be easily provoked, unpredictable and are a disruption to the workplace. They can be verbally aggressive and intimidating toward others and ignore management protocol.

Let’s say one of your seasoned employees, Mary, is a high performer, but she is known for shouting, slamming doors and intimidating others when she is asked to take on projects that she doesn’t agree with. As a result, her co-workers avoid collaborating with her on projects. This results in an unbalanced workload and creates an atmosphere of intimidation. It is time to intervene.

If you spot this type of behavior, or if it is brought to your attention, it’s important to speak to the employee immediately. How you communicate your concerns is important. Start by explaining the situation. Keep the focus on the behavior, not the person. Provide details of their problem behavior and why it’s not effective. Finally, discuss ways to solve the problem as well as possible consequences if the behavior continues.

Be direct when describing the offensive behavior and the affect it is having on the team. Acknowledge their feelings and listen to what they have to say. Let them know that you’re there to help and offer suggestions on how they might deal with their emotions in a more acceptable way.

One management tool to consider is to schedule one-on-one time to meet with emotional employees so they can vent on a regular basis. This allows them to express their frustrations before they turn to anger. This is a good way for you to help them keep things in perspective so that they keep a cool head.

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2. The bullyWorkplace bullies are toxic employees who use ranting and raving as well as overt tactics to intimidate those around them. They’re about power and they want to have their way. Their reasons for doing this can run the gamut – from making themselves feel in control to promoting their own careers.

Keep in mind that true bullying behavior is not a one-time incident. It is pervasive and repetitive.

Some managers use forms of bullying as a way to motivate their employees. They think they can use intimidation or scare tactics to get their employees to perform.

Other examples of undermining behavior are rescheduling meetings so that team members have less time to prepare and therefore look disorganized or unknowledgeable.

Bullies also resort to such approaches as spreading gossip, criticizing, belittling, yelling, excluding others from projects as revenge and taking credit for work that is not theirs.

The main things to keep in mind when confronting this type of behavior is to maintain your professionalism, don’t go toe to toe with them, and stay calm.

When confronting bullying behavior it is helpful to begin the conversation with describing what you have seen, “You regularly look over other people’s shoulders and read what is on their computer screens. They are feeling as if their privacy is being violated.” Be direct and talk about the consequences if the behavior continues.

If another employee is bringing the problem to your attention encourage them to give you details of what happened and when. It’s important to speak to both parties to determine the facts.

Remember to be open minded. Do not be quick to label an employee a bully. The offended party could feel bullied by a person who speaks up or challenges them. If you decide that action needs to be taken, follow the discipline process outlined in your company’s employee handbook.

Disciplinary action steps

1. Conduct interviews with both parties to get the facts2. Review personnel files for any previous violations 3. Review policies and procedures to find out next steps4. Decide if action needs to be taken such as probation, termination5. Provide employee with training to help avoid future issues

How to deal with the bully

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3. The naysayer Everyone is humming along sharing ideas on an upcoming project and then the naysayer starts listing all the reasons why it’s never going to work – offering no suggestions on what will – and the momentum is killed. Everyone has a bad day and complains from time to time, but the toxic naysayers are perpetually negative, cynical and second-guessing while never offering solutions. Their negative attitude can be contagious and affect the whole team.

When other employees have had enough of their negativity, turnover and absenteeism can escalate. Missed deadlines and client dissatisfaction can also be the result of these “Negative Neds,” since their dark cloud has the potential to spread outside the office with clients and other departments.

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Approach the problem from the perspective that your employees’ negative behavior is affecting the team and getting in the way of productivity. Be understanding and try to find out if their behavior is stemming from something else – either in their personal life or stress from work – and let them know that help is available if they need it.

It’s helpful to begin the conversation by showing concern about their wellbeing. Point out that you have noticed that they have been negative and ask if there is anything you can do to help. Even if they aren’t forthcoming about their personal situation, bringing the problem to light is a good first step to finding a solution. Be aware to treat each employee equally when dealing with negativity. If you react to one, but then ignore another it can be seen as favoritism.

If you don’t see results after a reasonable amount of time, it would be wise to document your conversations and observations about your negative employees’ behavior to include in their performance reviews.

Keep it professional, specific and accurate – this will help you keep track of their progress, or lack of, and give you a clear picture of the situation. It’s important to focus on the facts so as to not implicate yourself in a potential discrimination or harassment charge down the road.

For instance, even if it’s your opinion, avoid writing things like, “George has a hard time getting along with other members of his team, so he’s probably a trouble maker.” A better note would simply say, “George has difficulty working in group situations.’”

How to deal with the naysayer

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4. The social butterflyWe have all experienced the co-worker who insists on being the life of the party – in the middle of the workday. They can talk non-stop about anything and everything with no regard to others and seemingly no awareness of time or space. They’re distracting, potentially gossipy and throw a wrench in productivity. Left unchecked, this behavior can lower morale and drive people to leave.

Other social activities that cut into productivity include time spent on personal cell phones, surfing the internet and taking excessive breaks.

As a leader, it’s up to you to keep employees on track. But at the same time you don’t want to come across as a killjoy. It’s important to help your employees develop a healthy balance between socializing and getting the job done.

Understand that socializing at work isn’t necessarily bad – and in fact it can be an indication that your employees feel connected and enjoy their teammates. The key here is balance. When deadlines are being missed or work is not getting done, it’s time to set some boundaries.

If you have one excessive talker deal with them individually, in private and explain that they’re spending too much time socializing and not enough time working. Provide specific examples about how this is negatively affecting their productivity.

The conversation might look like this – “Maureen, I know you enjoy socializing with your co-workers, but I’m concerned that it’s affecting the quality of your work. I know you requested more time to complete your monthly reports due to your workload but I think if you cut your socializing time down, you would have more time to get the reports done.”

Re-channel your outgoing employees’ energy by offering more efficient ways for them to practice their social skills. You might suggest that they coordinate social events at the office, such as planning the office parties, coming up with employee recognition ideas or leading a welcoming committee for new employees.

Some additional tips to consider:

• Set boundaries for your team so they have designated places and times to socialize – such as break areas or team get-togethers.• Communicate the need for quiet by designing a way for employees to let others know they need to concentrate – red flags in cubes, headphones, signs, etc.

How to deal with the social butterfly

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CHAPTER 2: The top 3 management mistakes that make employees mad

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The top 3 management mistakes that make employees mad You may think your difficult employee just has a bad attitude, but sometimes the problem stems from the way they’re being managed.

As a leader you have a big influence on how your employees interact at work. A mismanaged workplace is a ripe breeding ground for producing unproductive, disgruntled employees. Likewise, a top performing office is invariably the result of a great management team. It’s always a good idea to check your leadership style and consider how your actions might be contributing to any discord in your workplace.

Let’s look at the top three mistakes managers make and how to avoid them.

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1. Engaging in emotional confrontationsAs a leader, the worst thing you can do is to engage in fiery arguments with employees. It’s important to keep a cool head and remain professional. If you’re reactive, you’ll lose your ability to manage the situation and you’ll set yourself up for potential future problems.

Your employees look to you to set the parameters of what type of behavior is acceptable in your workplace. If you constantly fly off the handle, they might think this is acceptable behavior and follow suit.

Keeping a level head in a difficult situation will go a long way toward creating a culture that thrives on mutual respect and healthy communication.Here are some suggestions to help you avoid getting caught up in the drama:

• When faced with an uncomfortable conversation remember THINK (True, Helpful, Inspiring, Necessary and Kind) and build your comments around it.

• If you’re delivering bad news, try to start out with the positive.• Notice and respond appropriately to your employees’ reactions and body language as the conversation moves forward.

• Be calm and try to stay on the same page.• Select an appropriate meeting spot to have one-on-one conversations.

Tips to make a difficult conversation easier

1. Be courageous – don’t let fear of upsetting your employee stand in the way of having a difficult conversation. Although it might feel uncomfortable, your employee might be grateful to get the problem out in the open and talk about a solution.2. Gather the facts – be sure you have documented examples and be ready to talk about your expectations. 3. Keep it professional – leave your emotions at the door. Be direct and supportive at the same time. Avoid using phrases such as “I am disappointed.” If the conversation becomes emotionally charged take a break and ask to reschedule.4. Pick a good setting – choose a private place to have the conversation. It is fine to use your office, but be sure that you will not be interrupted – either by phone calls or a knock at the door. It’s typically not a good idea to take an employee out to lunch to have these conversations.

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1. Lunch with the boss – Take your employees to lunch and stay away from work-related discussions. Use this time to get to know them on a more personal basis. Make it fun.

2. Company apparel – Offering a free company t-shirt is a simple, inexpensive way to say, “thank you”.

3. VIP parking spot – Give an exemplary employee a dedicated parking space for a week or a month.

4. Impromptu time off – Spontaneous late arrival or early departure days are always a motivator.

5. Peer-to-peer recognition – Provide a space in the office where employees can give each other kudos.

Great ways to reward your employees

2. Undervaluing employees When you’re caught up in the hustle and bustle of a busy business, it’s easy to forget to show your employees appreciation. Constantly pushing them and failing to recognize their accomplishments can quickly leave them feeling burnt out and bitter.

The result can be a disengaged workforce who are looking for better opportunities elsewhere. Not only can this lead to costly turnover, but it can also tarnish your reputation, making it difficult for you to attract high quality talent. Employees who feel valued are more likely to share the good news with others and invest themselves in your business.

Here are some ways to support your employees along their career journey:

• Take time to thank them for their work • Acknowledge the impact their work has on your business’s success• Mentor them and challenge them to try new projects • Encourage them to attend workshops or join professional organizations• Create a development plan to help them reach their goals

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3. Working in silos Employees who operate in a culture where communication is lacking feel isolated, unmotivated, disengaged and less committed to your business.

If they can’t see the impact that their work is having on the business, then your employees might feel like their day-to-day efforts are for nothing. They might think, “Why should I work so hard?” Typically, their productivity will start to diminish and they’ll lose interest in their job. And chances are, eventually, they’ll start looking for work somewhere else.

Here are some ways you can keep the channels of communication open and encourage an honest exchange of ideas:

• Understand that your employees are individuals and they communicate in different ways. Be aware of your communication style and tailor it to fit the person and the situation.

• Hold regular team meetings. Provide a forum for your employees to share their ideas, frustrations and work issues. Give them an agenda that includes designated time to openly discuss what is on their minds. This will give them the chance to collaborate and tackle work problems together.

• Promote an open door workplace. Encourage your employees to ask questions, share concerns and suggest ways to solve problems. This builds a foundation of trust and an atmosphere of creativity. It’s important that people feel safe and know that their opinion matters. Everyone deserves respect.

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DISC is a popular, time-tested behavioral analysis method that helps leaders and employees understand their own and other people’s default behaviors and preferred work styles. Team members who have taken the DISC assessment and training experience:

• Better self-awareness

• Improved productivity

• Decreased conflict

The acronym DISC represents the four common behavior styles:

D – DominanceThis person wants to get the job done. D’s tend to be fast-paced and task-oriented. They prefer respect, control and challenge.

I – InfluenceI’s want to have fun. Also fast-paced, I’s add energy to the room, they like lots of people interaction and need recognition and enthusiasm.

S – SteadinessThis employee wants everyone to be nice. S’s tend to be reserved, team-oriented and slower paced. They support those around them and are good at listening.

C – ConscientiousnessC’s want to be precise and careful. C’s care about the small details and value accuracy. They prefer logic and data-based decisions.

A good team needs a mix of styles for success. It’s important to remember that everyone is a unique blend of all four styles, none of them right or wrong. By understanding these different behavior styles, people gain self-awareness that helps them interact more effectively with each other.

DISC: An assessment tool that can help your team get in step

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CHAPTER 3: Keep the peace: How to implement clear workplace policies and procedures

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Keep the peace: How to implement clear workplace policies and procedures Conflict in the workplace is inevitable, but it doesn’t have to be detrimental. Creating and clearly communicating your expectations reduces confusion and frustration within the ranks.

By setting clear company guidelines and policies for your employees you are helping them avoid unnecessary problems and freeing them to focus on the job at hand.

1. Develop and distribute an employee handbook A company handbook is a rulebook for your business. It sets your company’s expectations and describes what is and what is not considered acceptable behavior. It’s a priceless tool in dealing with employee problems, resolving arguments and providing a solid defense when you need one.

For instance, if you’re asked by an employee about why they cannot take extra days off with pay you can refer to your time off policy in your handbook. By putting it in writing there is less likelihood of misunderstandings.

Here are some subjects to cover in your employee handbook:

• Code of conduct• Communications policy• Nondiscrimination policy• Compensation and benefits policy• Employment and termination policy• Acknowledgement page

For more details about the policies you should include in your employee handbook, read: 6 Policies You Need to Start a Strong Employee Handbook.

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2. Hold regular performance reviews/check-ins Discussing employee performance on a regular basis shows that you’re invested in your people and their growth as valued members of your team.

Additionally, an ongoing process puts the focus not only on achieving goals, but also achieving desired workplace behaviors. Those behaviors are the “how” when it comes to meeting objectives.

Suggestions for conducting successful check-ins and performance reviews:

• How’s it going? Check in with employees on a regular basis to see how they’re doing. This develops open communication between managers and employees and presents the opportunity to give guidance and feedback.

• Coach, encourage and support. Managers should focus on how to guide their employees with positive feedback in areas where they would like to see improvement. This can be done by asking questions such as “Next time, what would you do differently?” or “Have you considered this?” When supervisors help an employee make a course correction before it turns into a problem, it builds trust and ensures the company’s goals are met.

• Encourage supervisors to focus on employees’ positive strengths and contributions when doing performance reviews and have frequent touchpoints with their team members.

• Keep the review process short. Work with each person to create a list of three to five essential parts of their job and then determine if these are being accomplished.

• Have an open discussion with your employee on their goals for the future.

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3. Create an employee grievance policy An employee grievance policy gives employees a useful way to talk about their workplace concerns before they escalate into bigger problems.

Take the following steps to create a policy:

• Designate a person to handle employee grievances • Outline the steps to take to file a grievance• Investigate all complaints• Provide timely updates during the process• Document the process• Include it in your employee handbook• Share the policy with your employees and encourage them to use it• Maintain an open-door policy

If an employee files a grievance, ensure they’re thanked for sharing the feedback and make sure you follow through with a resolution to close out the concern. Even if it’s not something that needs to be addressed with another employee, you should discuss it with the concerned employee and partner to find a way to resolve the issue.

This acknowledgement shows your employees that you care about their well-being and you value them as individuals, not just their work.

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CHAPTER 4: Positive leadership + positive company culture = happy employees

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Positive leadership + positive company culture = happy employees From communicating your company’s values to providing reliable leadership, the way you manage your greatest asset – your people – affects their performance and productivity.

Employees flourish in a positive company culture where they’re empowered, valued and trusted to do their work. Likewise, when the culture is negative the results can be devastating to your organization – disgruntled employees, low productivity, high turnover rates and diminished earnings. It can make or break your business.

Taking an honest look at how you’re managing your workforce can give you invaluable insight into why some of your employees are struggling and how you can help turn a negative situation around. Here are some tips on how to develop a positive company culture

• Honesty. Maintaining a high level of integrity in your interactions with your employees lets them know they are valued.

• Purpose. People need to know that the work they do contributes to the overall mission of your business. • Being heard. Your employees need to feel that their opinions matter. • Trust. Trust is the cornerstone of a good company culture – if your people don’t trust you they’re not going to respect your leadership.

• Recognition. Being appreciated for a job well done reinforces the importance of a strong work ethic and makes your employees feel valued.

Find out more about how to develop a strong culture. Read our blog, 6 Proven Ways to Promote a Positive Company Culture.

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