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What’s the best way to manage an employee who’s causing a negative stir? Below are some strategies that have worked for me and those around me.
sometimes those who challenge you the most teach you the best
Every big problem starts as a small one
Ignoring a problem and hoping it gets better on its own is rarely a good strategy. When you notice problems starting to arise with a particular employee (or group of employees), it’s really important to pay attention to it right away.
Everyone has bad days, and everyone makes mistakes, so you don’t necessarily need to intervene every single time someone lets a project slip or says something negative in a meeting. But you do need to take note, and be aware if the problem continues.
If you notice, though, that things are getting worse or an employee is consistently repeating the same bad behavior, you do need to step in. Think about it: people don’t act like jerks because it’s fun or they think it will make things better. More often, bad behavior stems from things like insecurity and lack of trust – like when a new boss comes in or there’s another change in the organization or process. A blowup at a meeting probably has less to do with that one thing they’re yelling about, and more to do with how that one thing exemplifies the underlying problem they have with you (or the organization).
So first you need to find out what it is that’s causing them to behave in a harmful way. Understanding a person’s motivations unlocks your power to do something about it. Think of it like root cause analysis, things are unlikely to improve if you don’t address the underlying cause.
Unfortunately, most managers aren’t equipped with special super powers that allow them to read their employee’s minds. So that means you’re going to need to have a conversation.
The best way to find out what’s bothering someone is to ask. When you ask people to explain what is causing their issue, the real reason may surprise you; you’re not inside their head, so your assumptions about their problems can be way off.
That’s why it’s best to make it possible for them to just tell you, without leading them (intentionally or not) to tell you something you want to hear. One thing I’ve learned in doing a ton of interviews is that you’ve got to learn to frame questions in a way that removes the other person’s incentive to give you the answer they think you want. Job candidates (and employees) want your approval, and most will try to craft their responses to conform to what you want. Create a situation in which their fear of saying the wrong thing can go away, and they can speak truthfully.
The best way to do this with a bad employee is to frame the conversation as an opportunity for you to get to know each other better, and to remind them that your goal is to help and support them.
Keep it non-confrontational; my goal in dealing with problems on a team is to keep everything neutral or positive. Instead of walking up and saying, “Hey, you have an attitude. What’s the deal?”, start the conversation by demonstrating your interest in them.
Ask them what they like about their work. Ask how things are going for them, and how they feel about their career. It’s also a good opportunity for you to tell them more about yourself too. Emphasize how passionate you are about the work your company is doing, and how important your team is to that work.
Explain a bit about your role in relationship to them: you’re there to help them, to unblock them, and to make their work life easier. If you or the employee is new, let them know that you’re going to keep working *for* them and that trust will build the longer you guys are working together.
I’ll go on to ask what I can do in the future to keep problems like this one from happening again. It’s completely possible that you made a call on a new process or said something offhand in a meeting that was actually a huge deal to the people you manage. The more you know about these things when they happen, the better you can do. Let them know you want to hear from them, because you want to make things better.
I’ve done things like this before, and have been surprised to hear from an employee that something I thought was a good idea really wasn’t working. You’re not there in the trenches with them every day, so be open to the fact that your “great idea” might actually be causing problems for the people on your team. And then (and perhaps most importantly) be willing to fix it.
Before you ever get around to the real meat of the conversation you want to have with a struggling employee, there are a bunch of subtle things you can do to help build trust and make it possible for them to open up to you about their issues.
For example, I find that putting yourself in a position so that you’re on the same level as them is extremely helpful. You might try finding a project where you and that person can work on something together, or you can try asking them for help on something in your domain.
Tell them, “I was just going over the new feature your team submitted, and I thought this part was so awesome.” Then ask, “Can you tell me more about how you made it work?” Giving them the opportunity to tell you about their good work builds trust, and helps them to see you as someone genuinely interested in them and their career. This is also a great way to get at small problems before they become big ones, and can nip a potential situation in the bud.
If you need to discuss a larger issue head on, keep the situation and place as neutral as possible. I like to take them out to lunch or coffee, so you’re out of the confines of the office and on neutral territory. Dynamics are different out in the real world. It’s easier to see your boss as someone you can talk to instead of “the person in charge” when you’re not in the same place their problems are occurring.
When you’re ready to head out for the meeting, pick them up at their desk instead of making them come to you. Keep it on their turf; the boss’ office can be an intimidating place for some.
Everything you can do to seem less like a tyrannical authority figure is in your best interest. Talk to them like a person, stay engaged, and listen close.
When managing an employee who is causing a negative stir, it's essential to approach the situation with sensitivity, fairness, and a focus on resolving the issue while maintaining a positive work environment. Here are some steps you can take to effectively manage such a situation:
Gather information: Start by gathering as much objective information as possible about the situation. Speak to other employees, supervisors, or anyone else who may have relevant insights. Document specific incidents, behaviors, or actions that are causing the negative stir.
Address the issue promptly: It's important not to let the situation escalate further. Schedule a private meeting with the employee in question to discuss your concerns. Choose a neutral location where you can have an open conversation without interruptions.
Be objective and specific: During the meeting, express your concerns in a factual and objective manner. Provide specific examples of the behaviors or actions that are causing the negative stir. Avoid making personal attacks or assumptions, and focus on the impact these behaviors have on the team or work environment.
Listen actively: Allow the employee to share their perspective and provide explanations. Active listening demonstrates that you value their input and can help you gain a better understanding of the situation. Encourage them to express their concerns or challenges they might be facing that could contribute to their behavior.
Explore potential reasons: Understand the underlying factors that may be contributing to the employee's negative behavior. It could be due to personal issues, job dissatisfaction, lack of clarity about expectations, or conflicts with coworkers. Identifying the root cause can help you address the issue effectively.
Set clear expectations: Clearly communicate your expectations regarding the employee's behavior, performance, and their role in maintaining a positive work environment. If necessary, provide specific examples of what is considered appropriate conduct. Discuss any changes or improvements you expect from them moving forward.
Offer support and resources: Determine if the employee requires any support, such as additional training, mentoring, or counseling. Explore resources within the organization that can assist them in addressing any personal or professional challenges they may be facing. Provide guidance on how they can improve their behavior or performance.
Monitor progress and provide feedback: Regularly check in with the employee to assess their progress and offer constructive feedback. Reinforce positive changes and address any recurring issues promptly. Recognize and appreciate their efforts when improvements are made, as this can be motivating.
Document everything: Maintain accurate records of all interactions, including meetings, discussions, and any disciplinary actions taken. These records can serve as documentation for performance evaluations or if further action is required in the future.
Follow company policies: Ensure you follow your organization's established policies and procedures when managing the situation. This may involve involving human resources or escalating the matter if necessary.
Remember, each situation is unique, and it's crucial to adapt your approach based on the individual and the circumstances. Seek guidance from your organization's policies and consult with human resources or higher management if needed.
Gather information: Before taking any action, gather as much information as possible about the situation. Speak with other team members or colleagues who may have witnessed or been affected by the employee's behavior. Consider any documented evidence, such as emails or performance reviews, that shed light on the issue. This will help you gain a comprehensive understanding of the situation.
Private conversation: Schedule a private meeting with the employee to discuss your concerns. Approach the conversation with an open mind and a focus on understanding their perspective. Provide specific examples of the behavior that is causing the negative stir and explain how it impacts the team or the workplace environment. Be firm but fair in expressing your expectations for improvement.
Active listening: During the conversation, actively listen to the employee's side of the story. Allow them to express their thoughts, concerns, or any challenges they may be facing. This demonstrates your willingness to consider their perspective and can help uncover underlying issues contributing to their behavior. However, remain objective and focused on addressing the negative impact their actions have had.
Set clear expectations: Clearly communicate your expectations regarding their behavior, performance, and conduct. Be specific about the changes you expect to see and the consequences if the negative behavior continues. Provide guidance on how they can improve or seek help if necessary. Establish a timeline for progress and schedule follow-up meetings to monitor their development.
Offer support and resources: Identify if there are any underlying reasons for the employee's behavior, such as personal issues or professional challenges. Offer support and resources that may help them overcome these difficulties. This could include additional training, mentoring, counseling services, or opportunities for skill development. Provide them with the necessary tools to succeed and grow in their role.
Document the conversation: Keep a record of the conversation, including the details discussed, any agreed-upon actions or expectations, and any warnings or consequences communicated. This documentation will be important for tracking the employee's progress and for any potential disciplinary measures that may need to be taken in the future.
Monitor progress and provide feedback: Regularly monitor the employee's progress and provide constructive feedback along the way. Acknowledge any positive changes and offer praise for their efforts. If there are setbacks or the negative behavior persists, address the issue promptly and follow up on the consequences discussed earlier. Provide ongoing support while holding them accountable for their actions.
Involve HR if necessary: If the employee's behavior continues to have a detrimental impact despite your efforts, or if it violates company policies or creates a hostile work environment, involve the HR department. Seek their guidance and support in addressing the situation effectively and ensuring a fair and appropriate resolution.
Check his overall performance if possible. Every employee has Strength & Weakness
That employee must be strong in certain areas that’s why your H.R must have hired him/her
Show him his strength and also tell him how to overcome the weakness which is affecting his professionalism.
Thanks
In my opinion, i will the next steps:
I hope words above covered your question.
Regards
Traying to understand his so i'll meet him alone to figure why with having a quiet discussions
Modifying the style by motivation and pressure at work and taking responsibility
Schedule a private meeting with the employee to discuss the concerns. Approach the conversation with an open mind, and allow the employee to share their perspective. Be sure to use "I" statements to convey how their behavior is affecting the team and the workplace.
Have an individual meeting with the individual in question. Try to communicate the root of the issue at hand and come up with efficient and respectful way of adressing that issue.
Trying to understand his behavior by having quiet discussions with him-her.
get negative feedback from employees and then follow whats the right norm for them it should also be explainedto them that is the right way.
