You're struggling to manage a difficult employee. How can you turn things around?

Seek to understand. In my opinion, it is relatively easy for us to mention someone else a difficult person. Otherwise, there is a possibility the difficult one is ourself. As the handfingers philosophy, whenever we are pointing 1 finger to others, at least 3 other fingers are actually pointing at us. Based on my own experience, one of the solution for a personal approach is asking them to think oppositely. Persuasively show them there is an opportunity behind an identified threat. Good luck.

To avoid having an employee develop into a difficult one, be sure the person you are hiring initially has not only the appropriate educational or work skillsets, but the appropriate character, patience, mindset and personality for the position. Not all employees are suited to a particular occupation that they choose to pursue. During initial interview be sure to emphasis the characteristics needed for the position, or teamwork expectations (if some are needed) as some employees are more suited to work alone. Don't focus exclusively on educational and job-related skills. Set clear expectations at the interview. Accurate characteristic interview questions help you assess whether the employee will be an asset preventing difficulties later.

Entenda o motivo do comportamento. O que está levando o funcionário a agir dessa maneira? Ele está frustrado? Insatisfeito? Sentindo-se amea?ado? Uma vez que você entenda o motivo, poderá come?ar a trabalhar em uma solu??o.

Dealing with a difficult employee can be challenging but is also a learning opportunity. In my opinion you should address the issue openly and honestly with the employee, be specific about the problems, based on reliable information not assumptions. Try to understand the employee's concerns and perspectives. Demonstrate empathy and be willing to listen to their opinions and viewpoints, while getting to the root cause.

Addressing a difficult employee involves initiating a private discussion to openly communicate concerns and clarify performance expectations. Provide specific, constructive feedback, collaboratively set achievable goals, and offer support or resources for improvement. Keep a record of issues and involve Human Resources if challenges persist. Acknowledge positive changes and, if necessary, consider a Performance Improvement Plan. Assess the employee's fit within the team and, as a last resort, contemplate termination, ensuring fairness throughout the process. Strive for a balanced approach that supports the individual's improvement while safeguarding the team and organizational well-being.

I've found it's most effective when I document, via email to the employee, the conversation on expectations, support I'll provide, actions needed from them, etc.. I provide the document with the request they respond if I missed anything in our discussion & actions we'll each take. This shows the employee you are engaged in their success too & provides a written document on expectations for their reference. I believe it's also important to provide a written document of follow-up conversations on the employee's progress again noting they respond if they believe anything was missed/misstated. This allows a reference for both of us & should further action be needed there is a "paper trail" of steps taken to address the concerns.

Foque nos fatos e evite interpreta??es subjetivas. Evite generaliza??es e fale sobre situa??es ou comportamentos concretos. Seja claro e direto, sem rodeios. Concentre-se nas solu??es, n?o nos problemas. Evite julgamentos e críticas pessoais.

Para gerenciar um funcionário difícil, pode -se adotar uma abordagem de comunica??o aberta, estabele?a expectativas claras, busque entender suas preocupa??es, ofere?a feedback construtivo, forne?a suporte quando necessário e, se possível, explore solu??es colaborativas para melhorar o relacionamento e o desempenho.

Always maintain the communication process at a professional level, stating the facts and your opinion, avoid being accusatory, judgmental, or defensive and instead focus on finding solutions and common ground. Set clear expectations and provide regular and constructive feedback.

Nem sempre funciona. Temos conversas descontraídas, temos DDS, entre outros. Somos aberto a conversa. Mas a exposi??o que eles acham que vai provocar inibe.

Initiate a candid conversation with the challenging employee to understand their concerns and perspectives. Offer constructive feedback and establish clear expectations. Provide tailored support and guidance, perhaps through mentorship or additional training, to facilitate their improvement and foster a more positive working relationship.

In collaboration with the employee create a professional development plan. Set achievable goals, while providing opportunities for the employee to develop their skills and competencies. Agree on a framework for evaluating the progress.

A escuta ativa é essencial para entender as necessidades da outra pessoa. Fa?a perguntas abertas e deixe-a falar sem interrup??o. Mostre que você se importa com a pessoa e que está lá para ajudá-la. A empatia é importante para construir confian?a e criar um ambiente seguro para a aprendizagem. Forne?a informa??es claras e concisas que a pessoa possa entender. Em vez de dar conselhos gerais, forne?a exemplos concretos de como a pessoa pode atingir seus objetivos. Foque nas solu??es, n?o nos problemas. Ajude a pessoa a ver o lado bom da situa??o e a desenvolver um plano de a??o. Mudan?as levam tempo. Seja paciente e continue oferecendo suporte e orienta??o à medida que a pessoa progride.

Initiate a candid conversation with the challenging employee, clearly outlining expectations and establishing specific boundaries. Clearly communicate the consequences of not adhering to these expectations. Regularly follow up to ensure understanding and address any concerns, fostering a collaborative approach to improve performance and behaviour.

Seja claro e específico sobre o que você espera. Em vez de dizer "Seja mais respeitoso", diga "N?o quero que você me fale dessa forma". Seja firme e consistente. Se você n?o cumprir as consequências, as pessoas n?o levar?o seus limites a sério. Seja justo e imparcial. Aplique os mesmos limites e consequências a todos, independentemente de quem seja a pessoa envolvida.

Comece com uma conversa franca. Converse com o funcionário sobre o seu progresso e expresse seu reconhecimento. Seja específico sobre o que você está reconhecendo e por que é importante. Seja oportuno. Reconhe?a a melhoria o mais rápido possível. Isso ajudará o funcionário a se sentir valorizado e motivado. Seja genuíno. O reconhecimento deve ser genuíno para ser eficaz. As pessoas podem dizer quando você está apenas sendo educado.

Throughout the entire process, you should have been documenting everything and meeting with the employee regularly to review the objectives. Whatever your decision is, the employee should not be blindsided by your decision. Before you consider termination, you should consider if this employee could be transferred to another department. Sometimes, people are not in the right space or environment to do their best work and could succeed elsewhere. But ultimately, sometimes you will have to do the hard thing and fire an employee. Sleep on the decision, review your documentation, and then inform the employee face-to-face. A termination should always come from one's direct supervisor, not someone they have never spoken to before from HR.

A coaching session with the employee would prove to be an added important tool for lasting desired behavioral change. Through the use of non threatening but challenging questions to explore and recognize the whys of being difficult, the consequences it brings to the employee, impact on co employees and superiors….a meaningful discussion on options available to the employee for changing the current situation with corresponding action items the employee is willing to do to make a meaningful change can be a good platform for positive intervention.

If we had clear objectives set for that team member ; along with specific time scale and one monitoring to his progress; then the evaluation of performance will be fair and transparent.. we identify any gaps or delays and discuss reasons for this and set a roadmap one if the option can be changing the Job description of that person to fit his capabilities or give him the support to develop his skills with more coaching. if nothing changes then he might not be fit for the organisation!

Initiate a candid conversation with the challenging employee to understand their concerns and perspectives. Establish clear expectations, provide constructive feedback, and offer support for improvement. Consider implementing a performance improvement plan to address specific issues while maintaining open communication.