People Management Skills: How to Deal with Difficult Employees

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how to deal with difficult employees

if you've been a manager for long you

know that things can go wrong even in

the best of organizations

problem behavior on the part of

employees can erupt for a variety of


in this video you'll discover the top 10

ideas for dealing with difficult

employees starting now

recognize that problem behavior usually

has a history

it usually develops over time and sell

them from a single incident

as a manager it is your responsibility

to be alert to the early warning signs

and deal with the underlying causes

before the situation reaches a crisis

to ask yourself am I partly or wholly


you would be surprised how frequently it

is the manager who was created or at

least contributed to problems of

employee behavior having an abrasive

style being unwilling to listen and

being inattentive to the nuances of

employee behavior are all factors that

contribute to the managers need to

thoroughly examine what is going on

three don't focus only on the overt


when confronted by an angry employee

it's easy to attack the person and

target the behavior rather than examine

the factors that underlie the behavior

often this takes patience

careful probing and a willingness to for

girl judgment until you really

understand the situation

for be attentive to the awkward silence

and to what may be missing

when an employee is obviously reluctant

to communicate it's almost a sure sign

that more lurks beneath the surface

often employees will withhold because

they feel unsafe they may test the

waters by airing a less severe or

kindred issue in order to see what kind

of a response they get in order to get

the full story and encourage

forthrightness it's imperative that the

manager read between the lines and offer

the concern and support necessary to get

the employee to open up

five clarify before your confront

chances are when an issue first surfaces

you will be given only a fragmentary and

partial picture of the problem

you may have to dig deep to surface

important facts and talk to others who

may be involved

one safe assumption is that each person

will tend to present the case from his

or her viewpoint which may or may not be

the way it really is discretion and

careful fact-finding are often required

to get a true picture

six be willing to explore the

possibility that you have contributed to

the problem

this isn't easy even if you have reason

to believe it's so because you may not

be fully aware of what you have done to

fuel the fire

three helpful questions to ask yourself

is this problem unique or does it have a

familiar ring as having happened before

others in my organization exhibiting

similar behaviors and finally am i

partially the cause of the behavior I am

criticizing in others

seven plan your strategy

start by defining for yourself what

changes you would like to see take place

then follow this sequence one tell the

person that there is a problem state the

problem as you understand it and explain

why it is important that it be resolved

to gain agreement that you've defined

the problem correctly and that the

employee understands that it must be


three asked for solutions using

open-ended questions such as what are

you willing to do to correct this

problem in some cases you may have to

make it clear what you expect

for get a commitment that the employee

will take the required actions

five set deadlines for completing the

actions in the case of a repeated

problem you may want to advise the

employee of the consequences of failing

to take corrective action six follow up

on the deadlines you've set

eight treat the employees an adult and

expect adult behavior

to some extent expectation defines their

result if you indicate by your actions

or by the content or tone of your voice

that you expect less than full adult

behavior that's what you're likely to


9 treat interpersonal conflicts


if the problem behavior stems from a

personality conflict between two

employees have each one answer these

questions one how would you describe the

other person - how does he or she make

you feel

three why do you feel that the other

person behaves the way he or she does

for what might you be able to do to

alleviate the situation 5 what would you

like the other person to do in return

ten seek agreement regarding steps to be

taken and results expected nothing is

really fixed unless it stays fixed all

parties to a dispute must agree that the

steps taken or proposed will

substantially alleviate the problem

further they must agree on what they

will do if the results attained are not

as anticipated this can be achieved by

doing a simple roleplay ie having each

side including your own articulates the

steps to be taken and the outcomes

anticipated that way even if subsequent

events are significantly different than


the lines of communication for adjusting

the situation are opened

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