You're struggling to manage a difficult employee. How can you get them back on track?

Cuando un miembro del equipo se muestra reticente, escéptico o entra en conflicto con el líder o con alguno de los compa?eros, lo primero de todo es conocer la causa que lo originó. A veces es un enfoque diferente a la hora de abordar una tarea, otras es falta de entendimiento o conocimiento previo y otras, simplemente falta de afinidad. Saber el porqué muestra ese comportamiento, no juzgar, empatizar con su manera de ver las cosas, facilitará una solución más ágil y rápida.

A LEADER is a DEALER in hope. The real challenge of leadership is transforming people. In order to bring an employee back on track, a leader should: 1. Have a one on one meeting and describe your candid observation BUT in a way that it looks easy to correct. Do give him/her a chance to share their view on it. 2. A good leader always ties his employee's progress with his professional goal. Instead of saying, "I am not happy with you", saying "You will miss your goal if you don't improve this habit" surely help him consider to change. 3. Ensure support, tell him that you still value his strengths. 4. Set a schedule for periodic performance review. 5. Acknowledge improvement in public. 6. Tell him that you have higher assignments for him.

Lean in on curiosity to identify the problem, and employ active listening seeking to understand (vs to respond). Put aside any preconceived notions you may have about the issue and seek others’ input to mitigate any biases you may have. Also inspect for any changes that may have occurred that could be causing the problem (changes in role, stakeholdersetc).

There is no such thing as a difficult employees. Employee join organization to contribute however the environment of that organization or leadership style or personal issues push the employee to behave differently. Leaders are busy in achieving numbers and tends to avoid those people who behave differently. Once this pattern is continued without any intervention then the employee performance deteriorate further. Avoiding such employees is not a solution but a problem itself.

I would suggest a direct approach. Discuss with the employee what you're seeing as "difficult" and try to understand if they realize how they are being perceived. In most cases you will uncover the underlying reasons for their behavior, whether its a personal issue, a skill problem, or a conflict with one of their peers (etc.). Without understanding their why, you will not have great success attempting to address the issues. Once you've uncovered why, you can move on to working to resolve the situation.

Utilize (or Re-learn) the subtle art of "LISTENING". Do not rely on human resources to handle this for you. As an employee's supervisor or manager, you should have insight into their performance. Spend the time listening to what they have to say. Don't rush it. Be respectful and promise or agree to only those things that you can confirm or guarantee. Pull a plan together, if necessary. Leave on a positive, confident note.

Keep open and honest communication with your team. They should have a clear understanding that you are approachable and caring. When you notice a change in behavior pattern of any employee then engage him/her and have a conversation about their behavior. As a leader, you must be empathic and try to identify the root cause of a change in behavior. Try to support your team member with all possible options. It could be a difficult time for an employee and as an employer, if you could support them in their needs, it will significantly enhance their commitment and performance.

A strategy I've found effective is the "Feedback Sandwich" method: start with a positive comment, then address the issue, and conclude with encouragement. This maintains a balance between honesty and empathy, crucial for clear communication.

I can offer some experience with a difficult employee who was in a position working directly with Management who became very difficult when a new manager came on board into a position they felt should have been offered to them instead. It was helpful for that employee to understand the new manager was their to support their growth and development and offered some perspective in regards to their experience and where there were areas for improvement. It was also important to set an expectation of mutual respect and understanding.

Choose your words wisely. Communicating clearly with an employee about a problem is crucial. Address the issue promptly to prevent escalation, choosing a private and neutral setting for the discussion. Approach the conversation with respect and professionalism. Clearly explain how their behavior affects the team, project, and organization, using specific examples and constructive feedback. Avoid vague or personal criticisms. Listen to their perspective, acknowledging their feelings and concerns. Clarify the changes you expect, and establish clear, realistic goals and deadlines for improvement. This approach fosters a constructive dialogue, leading to positive changes and professional growth.

Thanks Tatiana for your post. I agree fully. A good employee rarely turns into a problem one. Listen to them, put yourself in their shoes and offer listening time, support and coaching.

People at the end of the day just want to be seen, heard and understood. That is a key leadership skill which helps support their growth and development. This takes patience, practice and compassion. Compassion = Empathy + Supportive Action. Empathy is not enough! We need to take the supportive action. When people know we care, they do better.

Supporting a difficult employee is the mark of a great leader. Make sure you are seeing, hearing, and understanding your employee by actively listening. Provide tools and support through coaching. Sometimes an employee is difficult because they are struggling in their personal life so make sure to connect with them on a personal level. Sometimes providing support can be just asking the right questions and listening.

Supporting the development of a difficult employee can be a strategic approach to improve their performance and behavior. Here's how: 1. Assign a seasoned coworker who can guide them, share experiences, and provide advice. 2. Give them a small project that is entirely their own to improve engagement. This can help them feel valued and motivated. 3. If the employee lacks specific skills required to perform their tasks, offer training and development opportunities. This can help them improve their skills and increase their confidence. 4. If performance is an issue, consider implementing a plan to help the employee improve. This plan should include clear objectives, action steps, and a timeline.

Be the support that they need in their life. It could be as simple as just checking in with a personal call, or it may be a non mandatory meeting to discuss in person. I once had an employee that I had fired and rehired. He was obligated to come sit with me every Friday to discuss anything he wanted. It took a couple of weeks but we broke bread and enjoyed a meal and positive conversation which gave him the out to speak freely about issues at home.

Transparency is paramount, ensure the individual feels an integral part of the team by openly sharing both successes and setbacks. Whether it's celebrating a new deal or addressing client churn, use these moments to explain the impact and collaborate on improvements as a cohesive team. This approach not only holds the employee accountable but also fosters a sense of equality and shared responsibility, ultimately contributing to increased motivation and a collective commitment to team success.

Implementing a "progressive" discipline policy can be effective. It starts with coaching and escalates to more serious actions if necessary, making accountability a structured and predictable process.

Holding a difficult employee accountable can be a delicate process, but it's crucial for maintaining a productive work environment. Here are some tips: 1. As a manager, you serve as a role model for your team members. Complete your tasks on time, support your team when required, and show up prepared and on time for all your meetings. 2. Be crystal clear about what you expect, the outcome you’re looking for, how you’ll measure success, and how they should go about achieving their objectives. 3. If an employee is not meeting expectations, address the issue as soon as possible. 4. Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) goals can provide a clear path to success and make it easier to hold employees accountable.

A way how I have helped team stay accountable is to have them set their own goals that are time bound. When that deadline comes up, follow up! When our team members set their own goals a few things will happen. 1. They can’t blame anyone else but themselves 2. They feel empowered to make personal goals 3. They feel invested in by others Holding people accountable will help encourage them to grow and a succeed. Follow up with your team!

Reviewing the situation with a difficult employee involves understanding the problem and taking appropriate steps to address it. Here are some tips: 1. Start your review with accomplishments and higher ratings. This can help set a positive tone for the conversation. 2. Cite specific instances and behaviors. This can help the employee understand exactly what they need to improve. 3. Provide honest feedback about areas where the employee needs to improve. Stick to observable behaviors to keep the conversation objective.

That same employee showed such positive feedback and interaction that I offered to discontinue the sessions. It turned out that his family issues had been resolved and he was a new man in the workplace. This same employee ran across a parking lot to tell me he had heard that my position was being replaced. He told me he hated me at first. But I was fair and I treated him no different then I did engage other employees. He said he would work anywhere for me.

Firstly, assess what external factors may be contributing to the behavior to better understand their situation and develop the proper action plan to get them back on track. Initiate role shadowing to provide them with different perspectives and approaches within the team. Consider their personal work environment challenges and offer flexible solutions, like adjusted work hours or ergonomic aids for their home office. Encourage self-assessment tools for them to independently monitor and improve their performance. If the situation doesn't improve, involve HR for a professional development plan or consider a role change that aligns better with their skills and interests.

When we fail to echarle the results of our conversations a couple things will happen. The first thing is that our team member will most likely fall back into old habits whether it’s because they feel like it isn’t a problem or that they don’t know how to fix it. The other thing that will happen is that you don’t know if what you are doing as a leader was effective or not. We need to reflect on ourselves to see how we could’ve handled a situation better for the next time it happens. Reflect and review often so that improvement can happen quickly!

If you start labelling people as difficult, you give up on being a leader for them. As a leader, it's essential to recognize that employees have individual strengths and weaknesses. Instead of labelling them, take the time to understand their unique abilities and limitations. This will allow you to tailor your leadership style to meet their needs and help them reach their full potential. By avoiding labels and focusing on individual development, you can foster a positive work environment and build a motivated, engaged, and successful team. Not everybody might be able to live up to the expectations, which is fine, but even then, it is your role to ensure they end up somewhere they can improve.

Accepting the reality that you may not be able to turn around performance is key, but knowing you need to or have done everything to invest in that employee, even through the performance management process, is vital. Your goal is their success. In situations where I have faced this I have simply asked the question 'are you happy?'. The environment, way of working, role expectations may not suit everyone and it can be hard to know that until the employee is in it. Open communication, joint accountability, feedback and clear goals are key for all employees and their manager. It takes a partnership.

I would agree that a person thrives or barely survives depending on the ecosystem they operate in.. Inter personal dynamics plays a major role in how a person succeeds. If the environment needs an assertive leader to push back and prove, whereas the employee in that situation is a passive player, then he or she would find it difficult to play to their strengths So important, on matching the right people to the right roles aligned to their strengths to make them comfortable and productive at work

In dealing with challenging employees, emotional intelligence plays a crucial role. Leaders should be trained to recognize their own emotional responses and manage them effectively, ensuring a more productive and empathetic work environment

It's crucial to approach the situation tactfully. Schedule a private meeting with the individual to discuss their behavior in a non-confrontational manner. Give specific examples of the behavior that needs to change, and set clear expectations for moving forward. If necessary, involve human resources or implement a performance improvement plan. Remember the goal is to support them in making positive changes, not to reprimand or belittle them.