What do you do if your team is filled with difficult personalities?

In my experience difficult personalities fall into two groups: A- difficult bordering toxic B- simply difficult bordering misunderstood My actions towards each: A- Figure out if they're possible to be saved from toxic and work with them or drop them if they've reached toxic. No point wasting time. B- Understand their goals and help them achieve those goals while achieving mine too. If you address 'what's in it for them' be they a client, colleague or friend they'll tend to return the favor.

Come?o com uma importante reflex?o sobre as minhas intera??es, comportamentos e conex?es. Trago este ponto como primeiro na vontade de saber se estou agindo de acordo com os meus valores, princípios e alinhamento da minha companhia. Logo após vou para o movimento que considero fundamental, que é buscar os melhores caminhos para me aproximar ainda mais da equipe. Se tivermos as estratégias certas voltadas para gest?o, desenvolvimento e reconhecimento, entendo ser super possível conseguirmos transformar este cenário em uma grande oportunidade de crescimento de performance e principalmente em clima.

The first aspect we need to do is acknowledge that people are unique. No two people will behave the same way. The next stage is to understand their mode of operation in terms of their work. What is their strength or what work gives them happiness. Try to give them that work in the beginning gain their trust and once a good enough relationship gets build then I believe there will be mutual respect and a willingness to diversify in terms of work. But bottom line is consistency in engaging with such individuals and acknowledging you are definitely not going to have an easy path. It can also be treated as a difficult mentorship

From my experience, I have found the following helpful: 1. Set clear performance and behaviour expectations, these make team members focus on the bigger or longer term objectives thereby making them figure out ways to work around their personal differences. 2. Continually assess that you are being open minded and that you you approach matters objectively. Most times we wrongly classify team members who do not fit the mould as difficult. 3. Be comfortable having difficult conversations with your team members to prevent issues from festering. When a leader isn't comfortable or skilled at having difficult conversations, they tend to ignore the issues or put it away until it adversely affects the team. The point here is to nip it in the bud.

"Difficult personalities" - In my opinion, we don't actually see such a term existing in reality. It's just that each human is unique and different and have their own set of reactions to a particular discussion based out of their thinking, attitude, trait and emotions. Their perserverence not merging (or) aligning with our thoughts is eventually termed as "difficult personality". Stepping into their shoes for the particular subject / situation in discussion could actually pave a way out amicably :)

Actually We all are with different personalities For me 1. Understand the situation and have a one on one about the listen about their concern and growth perspective . 2. Give them the right path and also align them according to their skills . 3. Always create an open forum for them to understand them better.

Open and transparent communication will help to foster strong and open relationship This will help to build a structure where people will feel confident that their thought process will be heard and are in safe space where their feeling will be honored. Have regular discussion that will help them to come transparently to discuss about their concerns.

Here are my suggestions to ameliorate the internal communication in this regard: 1. Facilitate regular 'roundtable' discussions where team members openly share perspectives and brainstorm solutions in a non-judgmental environment. Encourage active listening and constructive feedback, fostering a culture of mutual respect and collaboration. 2. Introduce a 'buddy system' where team members pair up to provide support and accountability. This not only fosters stronger interpersonal connections but also allows individuals to learn from each other's strengths and perspectives, promoting empathy and understanding within the team.

Una comunicación asertiva y manejar de manera tenaz y sin tomar partido el problema, te permitirá con mayor claridad cómo actuar. Lo mejor es hablar con cada persona, saber las opiniones y trabajar sobre el conflicto.

Setting clear expectations from behaviour to performance ensures the conduct we expect from everyone in the team. We lead by example and if the difficulties continues, unfortunately, we must ‘nip the bud’ that includes disciplinary actions.

In recognizing the diverse psychological orientations within a team, such as openness, neuroticism, introversion etc., it's crucial to acknowledge that clashes may arise. In such cases, leadership intervention may be necessary to set boundaries. Consider implementing personalized conflict resolution strategies tailored to each team member's disposition. Acknowledges individual differences and fosters a culture of understanding and respect. Prioritize ongoing communication and feedback loops to ensure that boundaries remain clear and relevant. By actively involving team members in the boundary-setting process, you promote a sense of ownership and accountability, ultimately mitigating conflict and enhancing team cohesion.

Difficult to treat team members needs to understand very well how their behaviors are affecting their own image and how their behaviors are ruining the team spirit, once they realize that the boundaries will be set automatically and this should happen with a very high skill so they feel sincerity and respect from the leader and that leader’s objective is to keep the team cohesive and high performing and on the same time to keep them part of the team and in case they are able to change their behaviors this will result in boosting their image

Addressing difficult personalities within a team requires clear boundaries. Establish and openly discuss expected standards of behavior, ensuring consistency in their application. Promptly address boundary violations with fairness, reinforcing respect and cooperation. This proactive approach helps prevent conflicts from escalating and fosters a more harmonious team dynamic.

One thing I've found helpful is setting clear boundaries. As a Manager, I once led a team where one member would frequently take credit for others' work. I established firm rules regarding recognition and accountability. This not only protected the team's morale but also taught the importance of respect and integrity in the workplace.

One thing I have found helpful is to provide feedback to the individual at the time you see things are not going right for one or multiple team members. Talk about their challenges, be emphatic, be patient and be very clear on the expectations from that individual. Sometimes it's required to put them on some sort of action plans with a clear set of expectations which should be time bound and have weekly connect to assess the improvement on the actions decided at the time of initiation of the action plan. Give regular feedback on behaviour and other important key performance indicators and make them understand the team goal for which we all are supposed to work as a team.

One time at work, I had to address the disruptive behavior of a team member. As a project manager, I provided him with specific, constructive feedback during our one-on-one sessions. I focused on his impact on the team and offered clear suggestions for improvement. This not only helped him adjust his behavior but also reinforced a culture of growth and feedback within the team.

Feedback o retroalimentación es esencial para seguir avanzando, corregir las áreas de oportunidad. Métricas cada semana y que el equipo conozca las áreas y trabajarlas en conjunto es importante.

It is necessary to give feedback to difficult personalities at work. The difficult person could be a peer or a senior colleague or even the boss. Let your feedback be constructive, address the issue but please do not attack the person. Give examples of periods when the person has been very difficult from your own perspective and listen to the person’s response. Then let the person know how their behavior affects the culture, outputs and relationship at work. Also reflect on if your own behavior elicits negative responses from the person.

In "How to Win Friends and Influence People," the theme is simple: above all else, people are motivated by self-interest. Period. To grasp Carnegie's insight is to have the master key to unlock any personality, no matter how difficult. "The only way on earth to influence other people is to talk about what they want," said Carnegie, "and [then] show them how to get it." People don't have "difficult" personalities per se, but instead — when people struggle to reach goals, their frustrations boil over. We in turn stamp the "difficulty personality" label on those people who, in most cases, are merely showing the effects of having "dreams deferred." In short, helping others reach goals usually offsets difficult personalities.

Dealing with difficult personalities requires patience, empathy and effective communication. Create an environment where team members feel comfortable expressing their thoughts and concerns. Take the time to understand the personalities and working styles of each team member. Recognize that people have different strengths, communication preferences and ways of approaching tasks. Clearly define roles, responsibilities and expectations for each team member. Assign tasks that require cooperation and encourage individuals to leverage each other's strengths. Act as a mediator if necessary & help team members find common ground. Encourage them to focus on the issues at hand rather than personal differences. Provide constructive regular feedback.

Teamwork makes the dream work - as we often hear. To foster team work in a team where there are difficult personalities, it is vital to 1. set ground rules and acceptable/non acceptable behaviours 2. run 360 degree assessments and hold debrief sessions for each person (preferably with an external party ) and document a team charter based on this - that details what needs to start, stop and continue happening

By highlighting unique strength of each team member, we can create a cohesive and high performing team that is capable of overcoming challenges and achieving shared goals.

As a leader, your behavior sets the tone for the team, especially when dealing with difficult personalities. Lead by example by demonstrating patience, respect, and professionalism. Your consistent approach to handling challenges serves as a blueprint for team interaction, fostering a positive and respectful work environment.

As a professional, I believe in leading by example, especially when dealing with difficult personalities. I make it a point to show respect, patience, and openness in all my interactions. This approach has often inspired my team members to mirror these attitudes, leading to a more collaborative and less confrontational environment.

Behaviour, specifically modelling behaviour is the 7th direction of my self-awareness compass. Absolutely, modelling behaviour is the best place to start. And modelling behaviour also means upholding standards that live the vision of the organisation. Leaders have to manage poor behaviour and have the difficult conversations. Be aware that some people may have never had feedback about their behaviour - previous managers may have put it into the 'too difficult' box. Tackle it. But recognise if the team is 'filled with difficult personalities', maybe the team isn't the issue. If the common denominator of difficult teams is you, then could you be the difficulty?

Ops management to provide support to team members who are struggling with difficult behavior. This may involve day to day coaching, mentoring, or counseling. Engage your team while handing complicated trips as it will help them to boost their confidence.

a) Demonstrate the behaviors you expect from your team, especially during stressful periods or when handling disputes. Example: The CEO of Southwest Airlines regularly demonstrates respect and open communication, setting a tone that permeates the company culture. b) Maintain consistent leadership actions and reactions to ensure fairness and uphold standards. Example: A team leader consistently applies the same criteria when resolving any type of conflict, ensuring that all team members feel they are treated equally. c) Be transparent about your decisions as a leader, especially those that affect the team, to avoid misinterpretations and distrust, clarifying how your decisions align with project goals.

First things first, people are “different not difficult”. Some have different type of buttons or levers; it is imperative to find these. One way is to identify is to ask these “different” team members directly about these levers. Responding to “Yes, but…”: Consider giving benefit of doubt-sometimes these different team members are extremely intelligent, diverse or unconventional. The manager must be open-minded & receptive as there may be a feedback & a need to improve them or their ways of working.

I would seek to utilize those personalities for the benefit of the team, aiming to optimize and refocus that difficulty into something constructive and not limiting

Firstly assess the reasons you’re thinking of these individuals as difficult. Is it the way they communicate? Are they not complying with rules/policies? Are they challenging your ideas? Once you’re clear on the reasons that people seem difficult, you can address how to manage this. For instance it may be that you need to change your communication strategy to get people on side, you may need to clarify expectations or have some difficult discussions. If you feel you need to understand more speak to the person one on one and be open and transparent about how their behaviour is impacting the team. Listen, show empathy and be open minded. How can you support them in working more inline with your expectations so they in turn support you?

In any work place, team members and management come from diverse socio economic culture and traditions. There’s diversity, ‘each man his own head’ and In my opinion ‘difficult personality’ and such strong words for people are not applicable in any work place situation. There maybe communication gap, obscurity in roles and responsibilities, varied perspectives, unhealthy competition amongst the team members,…and such. If there are such challenges, it’s an SOS call for intervention and the best approach will be conflict management strategies intervened by a neutral leader.