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10 Tips For Handling 'Difficult' Employees 1. Focus On Solutions When managers discuss work with difficult employees they spend lots of time talking about "the problem." They explain the consequences and implications. They go on and on about the employee's mistakes and failings. This merely reinforces the importance of the problem in the employee's mind. What's most important is creating a performance based solution. It's hard to avoid talking about what's happening now. But what really matters is defining the performance you want in the future. You want to get the "difficult" employee from where they are now to where you want them to be. Emphasize the solution, not the problem. If training's needed, ensure you do it well.
2. Clarify "Difficult" It's common for an employee to have a reputation for being "difficult" merely because he or she isn't well liked. Before sorting out the "difficult" employee, make sure that their "difficulty" concerns poor performance, not personal likes and dislikes. A business full of "yes men" may run smoothly. But it's unlikely to be very effective.
3. Clarify Expectations This applies to all employees. It's sometimes the key to fixing employee performance problems. Do you know precisely what results you expect from employees? If you don't, you'll have problems handling difficult employees. If you don't know the exact result you want, your employees won't know either. "Difficult" employees will use this as an excuse. When talking to "difficult" employees, ask them to tell you what they believe you expect. You might find that simple clarification of your expectations will relieve the difficulty.
4. Review Your Systems A very wise person once said, "There are few poor employees: there are lots of lousy systems." Few things frustrate employees more than systems that fail to help them or even prevents them from doing what's expected of them. Before you start blaming employees for performance problems, seek their input on improving your systems. You may find that you no longer have problems.
Most small-medium business managers want to "look after" their staff. But resist the temptation to play personal counsellor to employees about personal issues. Avoid crusading to "help Mary fix her problem" or "get Bill back on track." If employees need professional guidance, arrange it for them. You wouldn't expect a psychologist to run your business effectively. You're paid to run your business, not play professional counsellor. Playing counsellor is part of your role. But it's only a bit part.
Sometimes a long-standing, reliable and conscientious employee becomes "difficult." This may be a result of problems in their personal life. If it isn't, it's likely to be associated with change. You may introduce a new computer system, change individual responsibilities, and make unexpected promotions or transfers. Remember, as manager or owner, you have a unique perspective on your business. Your employees may see it differently. What's innovative and positive to you, may be threatening and negative to some of them. Before implementing changes, explain them in depth to employees in their terms.
It's an old expression. It means over-emphasizing trivial issues while under-emphasizing important issues.
Like it or not, your selection or promotion process created the problem of the "difficult" employee. But your selection/promotion system said that this person would do a good job and fit well into your culture. Your selection system invited the now "difficult" employee into the company or promoted him into a more demanding role. Have a close look at your selection system. Is it rigorous enough to find the people you really need? Or does "gut feel" and personal preference dominate? Do the people involved in selection/promotion realize how costly it is? Do they know how expensive it becomes when they "get it wrong"?
When someone has a reputation for being "difficult" you may not know what issue to address. Experience, outstanding performers may not always be the most popular. They may not be the most admired. Is the so-called "difficult" employee merely envied for his or her high performance? Put simply, it's very important to know who's saying someone's "difficult" and why. "Difficult" may merely reflect personal feelings.
Remember the purpose of discussing job problems with "difficult" employees. It's to get them to achieve better business results. It should not be to damage their self esteem. It's not to "bring them down a peg or two" or to "show them who's boss." One of the best questions you can ask a disgruntled employee is "What would you like me to do about it?" You might be surprised at the quality of the answers you get. Simple words are often more effective than complex discussions.
Managing "difficult" employees in small-medium business can be awkward. And it's another distraction for the manager. But it isn't impossible. Stay focused on performance. Make sure they understand that your emphasis is on finding solutions, not amplifying problems. Make it very clear that you're a business manager not a personal counsellor. Maintain employee self esteem. And accept that the real "difficulty" may be with your systems not your employees.
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