Dealing with difficult employees – a challenge leaders consistently share with me. It’s a simple but painful problem that has plagued leaders since the beginning of time.
The first step toward solving this challenge is to ask is “have I done everything I can to help the difficult employee?” Based on my work with leaders at all levels, the answer to that question is usually a resounding ‘no.’ Here’s what I mean.
Most managers react the same way when realizing one of their people is a problem. They find someone to share their frustration. On a courageous day, the leader might make a subtle comment to the difficult employee, or if timing is lucky, include something in an upcoming employee review.
What leaders rarely do is sit down with that employee to clearly set expectations, clarify those expectations through regular touchpoints, and give feedback about what’s going well and what’s not.
As ridiculously obvious as that sounds from the outside looking in, it rarely happens. Leaders (and others for that matter) don’t relish the idea of delivering feedback, especially when it has to do with difficult behavior. Instead, leaders hesitate, procrastinate, even abdicate their responsibilities, hoping that the situation will somehow change on its own. Guess what? It rarely does. And by not responding, the leader is essentially sending the message that the difficult behavior is acceptable.
Consider this, feedback is a gift. Whether it’s positive and encouraging or it directs change. The difficult employee likely is unclear about what’s expected, or unaware of how their behavior is difficult. Taking time to have a candid conversation, while encouraging the team member positions you to do everything you can to help difficult employee become successful. And that’s what you want, right? For help with difficult conversations, reach out to Professional Development and Training Analyst Lori Mueller.
