Working in a team can be rewarding, but also challenging, especially if you have a difficult team member who disrupts the collaboration, communication, or performance of the group. How do you get them to work with the team and contribute positively to the project? Here are some tips to help you deal with a difficult team member in a professional and constructive way.
The first step is to identify the problem that the difficult team member is causing or facing. Is it a personality clash, a lack of skills, a misunderstanding of expectations, a personal issue, or something else? Try to observe their behavior objectively and gather feedback from other team members or stakeholders. Avoid making assumptions or judgments based on emotions or gossip.
Fire him. Never bring a team under stress because of the performance or personal problems or behavior of a single element. Just don’t be shy. And a pity but if that person doesn’t fit with your team that is the only way to fix it.
Not all the members are the same in the team. Members are generally different in their nature, behavior, and thinking. So, the first step would be to understand the member and identify the problem or concern that he/she has. Talk to the member and find out what is bothering him and why he is not able to work with the team as a team member. Explain to him the advantages of working in a team to achieve the goals of the projects or organization and how that will support the member in his growth factor. Create a sense of togetherness in the team and assign each member responsibility by which they feel valued and try to give their best. A good team member or a team is not created it is developed over time to achieve the goal or success together.
In my experience, this is a case-by-case situation. As people managers, we need to understand the dynamics of the team. We would want to avoid majority bias, as in some cases, the problem may lie in the behavior of the rest of the team, not in the difficult people themselves. Depending on the importance of the people, we may also opt to do an objective 360-degree review, involving people from other departments who regularly get in touch with the team member. This is highly helpful to understand the problem from many perspectives and gives us enough information to decide on future actions that are relevant to the problem solving process.
The next step is to communicate clearly with the difficult team member and address the problem directly. Choose a private and neutral setting, and use a respectful and empathetic tone. Explain the impact of their behavior on the team and the project, and ask for their perspective and input. Listen actively and acknowledge their feelings and concerns. Avoid blaming, criticizing, or interrupting them.
Pink slip. That will also send a message to the team. Everybody will make a much larger effort to “fit” with the culture and the environment of the Team
The third step is to set goals and expectations for the difficult team member and the team as a whole. Define the roles, responsibilities, and deliverables of each team member, and how they will be measured and evaluated. Agree on the standards, rules, and norms of the team, and how they will communicate and collaborate. Provide clear and specific feedback and guidance on how the difficult team member can improve their performance and behavior.
The fourth step is to provide support and resources for the difficult team member and the team as a whole. Offer coaching, mentoring, training, or counseling to help the difficult team member develop their skills, confidence, or motivation. Provide them with the tools, information, or assistance they need to complete their tasks. Recognize and appreciate their efforts and achievements, and celebrate the team's successes.
The fifth step is to monitor and follow up on the progress and performance of the difficult team member and the team as a whole. Check in regularly and provide constructive and timely feedback. Track and document the results and outcomes of the team's work. Address any issues or conflicts that arise promptly and fairly. Reward and reinforce positive changes and behaviors, and hold accountable and correct negative ones.
The final step is to escalate the problem if the difficult team member does not respond to your interventions or continues to harm the team and the project. Seek advice and support from your manager, HR, or other relevant authority. Explain the situation and the actions you have taken, and provide evidence and examples of the problem. Follow the policies and procedures of your organization, and respect the rights and dignity of the difficult team member.
The overall rule is "no jerks allowed". Certainly you need to understand the issues and context from both the team and the person and attempt to remedy. However, if the problem remains, and even if the person is otherwise a "top performer" in terms of outputs, you must terminate. Someone who violates values, who does not display teamwork can't be tolerated. It will de-motivate the rest of the team and organization. Healthy teams argue decisions, have differing opinions and diverse perspectives, but they still work together with trust, empathy and teamwork. Must terminate staff who display "jerk" behaviors.