If you're a manager, then you know what it is to have a problem employee and are probably also familiar with how difficult he or she is to handle. It can be perplexing because no matter what you do, he or she doesn't seem to improve. In fact, more often than not, the situation becomes worse.
Most commonly, managers become overly focused on the employee with the performance and/or attitude problem and then expend an inordinate amount of effort trying to "fix" them. We think that by taking disciplinary action, creating performance development plans and engaging in corrective counseling, we will be able to instill incentives in employees that in turn move them forward. Not so. Instead, managers end up chasing their tails, spinning their wheels and banging their heads against the wall, all for naught, most of the time. Despite what we think, we do not have the power we need to intrinsically influence folks at the level necessary, no matter how intricate and well thought out our systems may be.
That being said, there are ways to handle problem employees that reduce the stress, minimize their taxing effect, expedite the process and contain the collateral damage they tend to create. All we need to do is flip it. Flip the focus. Flip the strategy. Stop trying to change people and start trying to create an opportunity for them to change themselves, should they decide it is in their best interest to do so. This way business continues as usual while the problem employee makes a choice as to whether he or she wants to jump on board - or off. It's clean and easy without all the hassle. You don't waste your time, can invest it in matters more apt to produce a positive return and have a new system in place that fosters a healthy, low-maintenance, low-drama environment, which is better for everyone involved including the business itself.
So first, paint a picture that illustrates what you expect and communicate it to the employee.
Second, be crystal clear about what is acceptable and what is not and stress in specific, no uncertain terms which behaviors will not be tolerated.
And third, explain what will happen when and if the next infraction or incident occurs. Then do your own thing and give him or her the space to sink or swim.
Finally, the only way this works is if you follow through on what you say. If you don't, the wrong message is a mixed message and the situation becomes worse than before.
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Donna Flagg is the author of Surviving Dreaded Conversations.
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How to handle difficult people.
