This gives them both control and a sense of security. Instead, let the employee decide where he or she would like to engage in conversation. Calling them into your office could instantly put them on the defensive. Remember, people communicate in many different ways: following verbal with written confirmation ensures you are more likely to understand each other.Ī practical way to encourage difficult employees to comply is to meet them on their own ground, not yours. If the attitude or personality is affecting their outcomes or performance, stick to describing those outcomes rather than focusing on the attitude itself.Īfter explaining the assignment, have the employee confirm their understanding, ask questions and make suggestions – then follow up with e-mail or memo to summarize the assignment and reinforce the deadline. Focus on describing the work and your expectations. The more clear everyone is on performance expectations, the easier it will be to manage the situation going forward.ĭon’t let a person’s attitude or personality interfere with the job. Ask the employee to explain what you said and what your expectations are for the job. When you give instructions, don’t assume you are fully understood. Employees will only share critical views if they feel protected and empowered to do so. Make sure you do so in a space that is both safe and open and honest. Clear the air and acknowledge any ill will to help the employee focus on getting the job done. If you don’t like an employee, chances are they probably feel the same about you. You can take the following steps to make it easier for them to comply: When faced with employees who don’t do what is asked, it’s better to devise a strategy for making the best of the situation which can be potentially explosive. Difficult employees that frequently “bump heads” with management are the ones most likely to file lawsuits when they feel wronged. This kind of avoidance is not only a management mistake, but can create legal problems for the employer. They avoid interaction with the employee and write them off, preferring to do the job themselves. Too often, though, managers turn away from or ignore their least favorite employees. Personal feelings cannot interfere, and all employees must be treated the same way. Smart managers put their focus on tasks, projects and outcomes. Experienced supervisors know that they must separate emotions from job requirements. Working with difficult people can be hard, but managing someone whose behavior clashes with your expectations can cause major tension. you may be dealing with a high maintenance “gem.”īut if Stewart is determined to be a truly difficult employee there are steps that you can take. Evaluate them uncover their work styles and their workplace motivators before you label them a difficult employee. Take a good look at the Stewarts in your organization. High maintenance employees may be mavericks, but don’t overlook the reality that they are naturally results-oriented, high-achievers. What he proposes must be acceptable to you, but keep in mind that by their nature high maintenance workers are innovative problem-solvers. Instead, find out what frustrates him about his work and consider what he suggests as an alternative approach. Avoid telling him what he can’t do or is doing wrong. For example, make sure that Stewart understands how his actions positively, or negatively, impact your operation. They don’t respond well to being directed, but they can be coached and will respond well to options. High maintenance employees want to do things their way. but could he be a “High Maintenance” employee? Could he be challenging, but also a talented and valuable asset? Before you write him off, you should get to know Stewart. Stewart sounds like a difficult employee. He wants to take on too much, too soon and his nervy tendencies irritate his co-workers and supervisor. Stewart has become aggressive and lacks tact. It’s said that “Difficult Employees” are easy to spot, but before you assign that label to an employee, consider “Stewart.” As a candidate and as a new hire he was impressive, but now - not so much.
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