How do you handle difficult subordinates?

It may be hard to transform a difficult employee into a warm, friendly ally, you can take the following steps to make it easier for the employee to comply:

1. Confront problems head-on.

You can help the employee focus on getting the job done.Use phrases such as this to level with the person: "When I ask you to do something, I need to rely on you. I realize we're very different people, but we can't let that stop us from doing our jobs."

2. Seek confirmation.

When giving instructions, don't assume that you're making yourself clear. Ask the employee to explain what you just said and what you expect of him or her.

3. Rehearse.

If you must explain something more complicated, don't wing it. You may waste time backtracking or jumbling words.

As you rehearse, use the fewest words possible to describe your goal. Boil down the expected outcome to its essential.Once you find a concise way to summarize the outcome you want, write it down and memorize the key phrase that captures the main point.

4. Speak and write.

To ensure that the employee understands you, assign tasks both orally and in print. Get in the habit of talking with that person and telling him or her what you need. Let the employee ask questions and offer suggestions. Then, follow up soon after the discussion with an e-mail or memo that summarizes what's expected, along with the timetable for the project.

5. Stick to behavior.

When managing someone with an attitude problem, don't let the person's personality interfere with the job at hand. Focus on describing the work that you need done.

6. Talk on the employee's turf.

If you have a personality conflict with a certain employee, the last thing you should do is make him or her feel "bossed around" when you assign a task.A practical way to encourage such employees to comply is to meet in their offices, not yours. Calling employees into your office to assign a task could instantly put them on the defensive.

It is only logical that when someone leads a team, eventually one or more of the team's members will turn out to be difficult to handle.

In my opinion, attempting to handle them by throwing a fist to a knife is not a sustainable solution. Subordinates need to be approached and talked to; you will need to figure out the employee's problem and evaluate whether it is solvable or not. If it can be solved within the work frame, you should do it and gain him/her as a follower; if it is beyond you, a clear and firm talk with him/her personally could be a viable solution, since it will at least keep your relationship with him/her typical proffessional and within the company's frame of work.

I hope you found this helpful. 

No one can succeed in handling difficult subordinates but colleagues. It is in the preception of the one who assume someone as subordinate. In this modern management, there is no such thing available to persume and then get into trouble.

Some of the colleague may misuse the god father or his/her personal background may be troublesome that reflect in the work. It is a matter of personal interest over colleague to understand and correct.

every person has a different mindset. someetimes in your team you come across people that are a little different than others. they might want you to communicate in their way because they feel cofortable in that way. 

what i do is when ever i came across this problem i try to put me in his shoes and then think. anf try to convince him what he want is the same what we are doing, its just we are doing it the other way. the main thing is my attitude which should show him that i am his friend not his boss. so he feel comfortable in talking to me about any thing. in a nut shell try be polite not bossy. you will get your way and he would feel that he is valueable to us. 

Hmmm.  Very tricky really.  I am not so good at conflicts and dot believe in regular out of the book approaches.  But i believe that its not that the person is difficult but its about how the person is dealt with.  I usually find out his triggers.  As to what motivates him or her.  This is sort of a Users Manual for that person.  Once i have that, i work on it and usually haave succeeded.  I tend to take the softer approach first.  

Out of the office lunches / dinners etc. have worked. Counselling has worked too in order to see if there is some underlying reason which mostly is unseen at first hand interaction with someone. CHanging someones job role has worked as it may be he is in the wrong seat.  A lot of times believe it or not, reasons have been very simple as his things around the work station which keep him irritated and then that irritation is transferred in his performance and behaviour.  I also make sure I am not asking a fish to climb a tree when delegating tasks.

Basically, I try to get him or her to open up where i can discover the root cause.  Once that is done, its very easy for me to find a solution, which could be personal or professional.  I offer a lot of help before I really take the HR route.  This approach has worked so far thank god.  Have seen the naughtiest of subordinates changeover and its actually fun now to deal with team members who tend to be a bit difficult.

Hope that helps.  i know thats not the conventional way but it has worked so far and i end up getting such employees transferred to me when no one else wants them !!! 

I guess once someone gets to lead, one has to learn these things and also the approaches will be different from different leaders for the same person.

With strictness, and time punctuality,  and also deadline work.