Managing difficult employees involves addressing their behavior promptly, using “I” statements, and focusing on solutions. Dismissing minor issues can lead to bigger problems, so engaging in problem-solving and active listening is key.
Employers may classify employees as “difficult” for many reasons. Typically, the issue isn’t overall performance or productivity, although it can be. A difficult employee may often complain about workplace practices, supervisors or coworkers, or it could be other staff members who have issues with a particular worker. Whatever the exact behavioral discomfort, effective keys to managing difficult employees include handling the situation promptly, using “I” rather than “you” statements, and focusing on developing a solution rather than the problem.
A completely regular workplace is rare, even illusory. There are inevitably behavioral difficulties affecting other workers, no matter what level of position they hold in a company. A common mistake many managers make is to dismiss minor issues or complaints about an employee’s difficulty. Such managers may feel that difficulties are the result of personality clashes between colleagues or that minor behavior problems will likely go away on their own. However, managing difficult employees effectively means fixing even small problems before they can grow into bigger problems that end up involving more workers and taking time away from the actual work process.
The manager of the employee deemed difficult should meet with that person as soon as possible. During the meeting, the manager should use “I” statements that address the behavior instead of “you” remarks that focus the blame on the employee. For example, rather than saying, “You didn’t follow company policy,” management should start with something like, “I need everyone to follow company policy.” One of the most successful keys to managing difficult employees is engaging them in problem solving.
For example, the manager may ask him what is the best way to ensure that all workers follow company policy on that particular issue. Discussion can then follow a constructive troubleshooting session. A plan to correct the behavior should then be worked out with the difficult employee.
The most important key to managing difficult employees is to listen to them. If the worker starts to get defensive or unresponsive, the manager can then use an active listening strategy. This means that the employer might say something like, “I really want to hear your side of this issue. Tell me what you think” to start talking the difficult employee. It is important that the manager does not interrupt. Instead, taking notes and then discussing the points with the employee in the context of the corrective plan can end the discussion on a positive and constructive level.
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