What are the most effective techniques to solve problems with difficult employees?

I agree that the first step is to identify the problem or challenge. However this must be done with the individual and in a way where they agree and take ownership. Just telling someone there is a challenge and it needs to be fixed is not coaching. We need people to genuinely own and agree there is something that needs to change. The key aspect is we need people ‘COMMITTED’ to change not just being ‘COMPLIANT’.

No employee thinks they are “difficult.” Understanding where they’re coming from and their point of view is essential to building trust. Trust lets you explore difficult feedback together in a positive and constructive way. Listen, avoid judgement, and show up as a partner to help them understand any changes that need to happen. Also avoid identity statements and focus on tangible behaviours. For example: “You’re argumentative in meetings.” That “you are” statement probably won’t align with the employee’s self-view, and that’s a path to instant disagreement. A behaviour-based version might be: “I notice that in meetings you mostly make negative comments on others suggestions — can we talk about that?”

Start with "what?" instead of "why?" ? Why didn't you submit your project on time? ? What held you back from submitting your project on time? "Why" creates a sense of judgement and a commentary on character, which often results in defensiveness and even more challenging conversations. "What" is a neutral question that allows room for error and collaboration without attacking the individual's character.

It’s always wise to assume best intent when it comes to the behaviour of other people. Might you have responded in a similar manner under the same circumstances? Find common ground, even if you have to work to find it. Perhaps you both love dogs or hiking on weekends. Focus on what unites you both verses what divides you. Remember that there is no such thing as difficult people. Only difficult behaviour. Call people in, rather than call people out.

This is a key step. Often we want to avoid conflict and difficult conversations. If this step can be viewed as a way to identify differing needs, expectations and values, rather than a conflict situation, it can diffuse some of the stress and emotion that can get in the way of finding the root cause of the disconnect. When an employee is behaving in a way that isn’t supportive of the mission and vision of the team, it’s important to understand why. What is motivating their behavior. Are they even aware of the impact of their actions? Are they aligned with the mission and vision? If not, then what’s keeping them in the role? An open and honest conversation can be disarming, build trust and help surface the truth and right solution.

We call it “Speak Straight” here is the definition: “Speak honestly in a way that helps to make progress. Address issues directly with those who are involved or affected. Say what you mean, and be willing to ask questions, share ideas, or raise issues that may cause conflict when it’s necessary for team success. Be courageous enough to say what needs to be said.” We have developed 30 fundamentals that we live by and they help us in many difficult situations, employee issues being the most common.

Communication is the most essential. Understanding the issue and regularly communicating any agreed actions is essential. Equally important is to celebrate any improved change in behaviour but also calling out and holding people accountable to acceptable standards and agreed actions. Setting clear expectations and working towards an outcome not only allows you to get passed the issue but also encourages people to seek alternatives if they can’t meet expectations.

Communicate is key in business (period). We often do not take time to understand the others perspective. When it is a "so called" difficult employee, use your curiosity to understand their perception of the problem. We can jump to assumptions and fail to actively seek to understand. Once both sides expectations, perceptions and concerns are expressed, you have the ability to seek common ground to find solutions.

I think it is helpful to understand how they think, what is important for them, and how trust is created for them. It might also be easier to use questions, if they’re comfortable with sharing their opinion. If not, show them how you can help them and in which way you support them. Oftentimes there are fears, barriers, or private topics involved.

One of the most important questions I usually ask myself when there is tension or conflict on the horizon is "What is my role in all of this and what could I have done to create a different outcome?". To me radical accountability is important, and it lets us look at ourselves first rather than project blame for a situation onto someone else.

In my experience, understanding the perspective will create the necessary impact on the actual relation. Moreover, setting boundaries could even mean setting procedures for discussion, and limit the amount of interaction to only professional focus. That will create a more proactive approach towards the relation.

Be clear in your statements and hold them accountable. Set timed boundaries and ask for feedback about their progress. That helps you to with reaching the objectives and it helps to build trust and foster a relationship.

90% of managers say they set clear expectations vs 10% of employees say the expectations are clear. As Bernard Shaw said "The problem with communication is the illusion that it has taken place." If your team can't say the expectations in unison any time they are asked, you still have work to do IMHO.

Las expectativas y límites claros deben estar previamente establecidas. Si no es así, existe debilidad en la organización para definir acuerdos con sus colaboradores

Just because it is your job to provide guidance doesn't mean you have permission to do so. Advice without permission is criticism and criticism does not create a high performing team. Only new employees or lowest percentile performers benefit from criticism.

Keep in mind that they face specific problems. If this employee is important for your team, show interest in what he’s doing, give him honest and comprehensive feedback and focus first on building a relationship. If they see you as a trusted leader, it is much easier to discuss critical points and it helps tremendously in coaching them.

Feedback is such an important part of everything we do. Things done with the best intentions can easily be interpreted as annoying or troublesome. Creating a culture of openness and honesty removes a lot of the friction typically felt when giving feedback. Ask if feedback would be appreciated and if so, share your thoughts - but always do so with love and care! Remember we are looking for a better outcome - not blowing off steam!

Un buen líder apoya y proporciona retroalimentación a sus colaboradores. Para eso el líder debe estar preparado, formándose en habilidades blandas que le permitan orientar y dar feedback de forma asertiva.

Healthy competition is good for you. I’m a fan of rewards. Consequences are also incentives when they aren’t negative punishments. As an example, if an employee is constantly not meeting call time targets, their consequence can be their target increases. Of course, ultimately performance that continues to fall short as a habit and shows no signs of improvement or being part of a team culture, is a negative situation. That’s when more formal measures would be needed. From further training, to performance improvement plan etc. Carrying employees who are difficult is very costly and sometimes swift action is needed. And that doesn’t mean it can’t be an opportunity for the employee to stop being difficult.

Now here, as a coach, I disagree with some of the above. As coaches, we do not “implement consequences.” We are our clients thought partners and are there to help them succeed in getting closer to their best selves and best lives. Another item to consider here is mindset. According to ICF, we are to view are clients from a positive light. Meaning that labeling them as difficult is already clouding your judgement and coaching style.

No estoy de acuerdo con las recompensas, salvo que el colaborador haga algo excepcional. Hay que instalar la idea que un buen trabajo es lo mínimo esperado.

Evaluate and adjust, while always keeping a focus on specific objectives and the desired shift in mindset. Remember, specific behaviors stem from distinct causes. Individuals adopt certain actions because they anticipate a particular benefit for themselves. It's crucial to comprehend their motivations and why these outcomes matter to them. When they open up and share their stories with you, respond with trust and honesty. This approach significantly enhances your ability to assist them in breaking free from entrenched habits and transforming their mindset.

I’m not a fan of the term “difficult employees.” I understand some people have malicious intent, but I don’t think many do. We’re all the hero of our own story. Sometimes it’s two personalities who don’t understand each other. It might be the employee’s developmental level. It could be they are defending against something they may or may not be conscious of. I would get curious about the employee and the situation, asking lots of what and how questions to understand the employee’s perspective before taking any action. Without that perspective-taking first, the situation may become exacerbated by these other steps listed.

People behave the way they do because there is a payoff for them in doing so. If you want to change their behaviour, you must get to the root of what that payoff is and eliminate (or reframe) it. Until you do that, expect the behaviour to continue for as long as the reward (payoff) for that behaviour continues to exist.

Leading by example is a powerful way to help difficult employees improve their performance, behavior and attitudes. It's easiest for us to see and criticize others for negative traits that we possess ourselves. Look at an employee with five key shortcomings, and it's likely that a supervisor's attention will be most drawn to the one that the supervisor shares. So, work on yourself first. Change how you respond to the difficult person. Once you practice that for a while, then you're better able to identify the changes you really need to ask the other person to make -- and you're more likely to communicate that effectively.

Find the right way of leadership. There is not a one size fits all solution. People act in different ways, have different backgrounds, and look for different benefits. So, different ways of leading people are helpful with difficult employees. Servant Leadership, Transformational Leadership, or Situational Leadership will help you in those situations. Keep in mind to encourage, to challenge, and to hold them accountable.

just a reminder that the company is culpable in this. a 'difficult person' didn't get that way over night. steps and boundaries were missed along the way or as i've previously mentioned, have been ignored as a trade off for them being "talented". And IF it appears to be an overnight they became difficult thing then it was a bad hire in the first place and that too is on the company. While people are wanting to adjust this person's behavior, management's behavior needs to be adjusted as well. Who let this person off the hook for so long they've now been labelled "difficult"? was it a manager who didn't like confrontation? a manager with weak boundaries? or was it something else, a protector in the company keeping them on even as a problem