What Good Leaders Do When Faced With Managing Bad Employees

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Oh, I just love to discipline a low performing or problem employee, said no manager ever. Yet discipline is a tool of the management trade and a requirement found in high performing teams. Without it, employee?performance?is at risk.

As a manager, you're probably cringing at the thought, but don't see this as a negative. If conducted with a constructive, future focus, employee discipline provides consistency, guidance, and valuable feedback both to and from the challenged employee.

The best managers conduct a face-to-face (not text-based communication) discussion to deal with low performers, and employees with attitude problems in general. This conversation is best handled on the manager's end but they have to be well prepared and have a game plan.

Here's how to do it well:

1. Spend time preparing ahead

Good managers will analyze the problem first to understand all perspectives before engaging an employee face-to-face. The following four questions are important set the right expectations with accountability measures for both parties before moving forward. (Obviously, you want a "yes" answer to all four questions.)

• Does the employee understand what the problem is?
• Does the employee?really?understand the expected level of performance?
• Does the employee fully understand what will happen if performance standards are not met?
• Have you, as the manager, gotten all the facts? Who, what, where, when, why, and how?

2. Be proactive

Good managers that want the problem to go away don't delay. They're proactive and aim to fix the problem sooner than later. But they know when the timing is right. For example, if tempers are still running high, hold off and only make your approach after a cooling-off period. So, when exactly is the best time? That depends. You could address problems at close of business, the end of a shift, the end of the week, or just before some downtime. Location is also important, if you're in the office. A more neutral location is best to ease tensions and put the employee at ease. I have coached managers to take into account what effect the discussions will have on the team. And it goes without saying, always respect privacy.

3. Be a coach

Good managers are also good coaches. They expose the problem, ask for agreement, and work toward a mutual solution with parameters for follow-up that both people will agree to. They coach the employee with these principles in mind:

• Discuss performance issues, not the person.
• Limit the discussion to facts, not assumptions.
• Be objective; back yourself up with documentation and records.
• Spell out clearly what's acceptable and how to achieve it.
• Focus on the future, not the past.
• Find a better way. Use open-ended coaching questions to draw the employee out.
• Allow employees to voice concerns and express their feelings.
• Summarize what's been said and what you both agreed to.
• Put it in writing if it's serious enough.
• End on a high note of confidence that improvement can happen. Be available and encourage them to seek you out when needed.
• Follow up. Set a time and place to review progress.

4. Don't get sucked into the drama

Some managers may have to deal with a problem employee who denies being the root of the problem and, in turn, can really test a manager's patience. If you face this type of person, the first thing to do is to stay calm, cool, and objective. Then, stay focused on the issue at hand and reassert your stance with clarity and repetition. What you'll never, ever want to do is apologize. This helps to avoid argumentative baiting. When dealing with the "broken record" of denial, acknowledge it and resist counter-attacking (this minimizes the risk of getting sucked into the employee's drama).

When to terminate the employee

Some of you may be thinking, just fire the person!?But hold on: Before pulling the trigger, as hard and counter-intuitive as this may sound,?exercise more restraint.

Here's what I mean.

If nobody is in danger and the workplace is not a hostile environment, you may have a talented and skilled employee--while clueless, in denial, and rough around the edges--who could benefit from some strict boundaries and discipline. I have often coached managers to look for the good in their imperfect people and see their potential.

Most of the time, after some processing and introspection, any employee with decency and common sense will eventually acknowledge they're the source of the problem once you, the manager, expose the wrongdoing and come to the truth.

Some employees may even filter themselves out of the company as a result, saving everyone grief. Where there's light, cockroaches scatter. But give them a chance to admit wrongdoing and express regret. I have seen the employees of many of my coaching clients make the effort to improve after being placed on a 60- or 90-day performance-improvement contract. And after that, they became model employees and high performers.

Finally, if all else fails, and the bad behavior persists, pull the termination trigger. And fast.

Your turn: How have you dealt with a problem employee? And, do you agree or disagree with "exercising more restraint? Leave a comment and let's discuss.

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Senior Leaders, Let's Talk!

If you want to explore how to enhance your employees' well-being, magnify their performance, and bring your teams closer together to achieve great results, our top-rated leadership course may be the solution.?Click here to schedule a time to personally talk with me.

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About Marcel Schwantes

Marcel Schwantes?is an executive coach, international speaker,?podcast host, and?syndicated columnist?with a worldwide following. He trains emerging leaders and managers in the skills to build great work cultures where people flourish and businesses grow.