| Copyright (c) 2008 Pat Brill It doesn't take long for a | | | | understand and orchestrate the change in behavior. |
| manager to bump into an employee with an | | | | ==>Handling the Problem Behavior --Create a list of |
| "attitude." Evaluating an employee as having an | | | | situations where you have noticed inappropriate |
| "attitude" also depends on what bothers a manager, | | | | behavior by the employee. This is so you can |
| as the same behavior may be just fine with another | | | | understand better how to deal with the situation. --If |
| manager. Yet, there are certain behaviors that | | | | the employee has several behaviors that need to |
| indicate that the employee is exhibiting behaviors that | | | | change, I would be selective and choose the most |
| affect the working environment. So how do you, the | | | | important issue. If you present several issues at |
| manager handle this behavior in the most effective | | | | once, it is too overwhelming and the likelihood is |
| way? ==>Challenging Behaviors --The employee is | | | | nothing will change. --You need to be specific about |
| constantly socializing --He/She is rude or inconsiderate | | | | the actual behavior because stating to the employee |
| to others --If you ask them to handle something | | | | he/she has to change their "attitude" accomplishes |
| additional to their normal responsibilities, they are | | | | nothing...they don't have tangible examples in order to |
| resistant or upset. --Complains about the company or | | | | change. --Present the issue as this is a problem for |
| the job --Sloppy performance --Rolls their eyes or | | | | me and I need your support in creating a solution. It's |
| sighs when you or another person is speaking in your | | | | a different way to approach the situation, one that |
| group. --Chronic lateness --Annoyed with the | | | | elicits the employee's help in the solution. --If the |
| customers --Knows it all...is not open to input by you. | | | | employee becomes defensive, simply restate the |
| --Is defensive ==>Create Clarity around the Issue | | | | issue. Here is where you need to exhibit calmness |
| First, ask yourself how the behavior affects the | | | | and clarity. If the employee continues to be |
| business. For example, even if the employee is | | | | defensive, then clearly state that this behavior has to |
| performing, chronic complaining affects you, | | | | change and you are willing to work with the |
| co-workers and potentially customers. What you | | | | employee to help them find a solution. --Find a way |
| need to do is list the behavior, when the employee | | | | to allow the employee to take responsibility for the |
| engages in it, and how it affects the business. When | | | | solution. If they don't, it is likely that this issue will not |
| managing your employees, you have to provide | | | | be resolved. Brainstorm on how they can change the |
| specific information to the employee, otherwise, they | | | | behavior, but always keep the desired behavior as |
| don't understand their behavior and how it affects | | | | the goal. --If this is the first time you are discussing |
| the business. How comfortable are you with | | | | the issue with the employee, create notes for your |
| perceived confrontation. Some managers are not | | | | files. If the behavior persists, then you will need to |
| willing to address the issue because they fear the | | | | create a behavior improvement plan and formalize |
| discussion will demotivate the employee, don't know | | | | the process. --Always schedule a follow up meeting |
| how to approach the subject or the employee will | | | | within a short period (no more than a few weeks). If |
| leave and the manager is left with unfinished work. If | | | | the employee has altered their behavior, I suggest |
| you are a manager that feels uncomfortable with | | | | you have one more meeting to insure that they are |
| speaking to your employees about their behavior, | | | | consistent. If their behavior has not changed, then |
| take the time to find a solution to this issue. Note: If | | | | you need to put in place a formal improvement plan. |
| the behavior elicited by the employee is new, then | | | | ==>Final Note Most employees want to perform well |
| you need to handle this differently. Usually new | | | | and behave in appropriate ways. In managing |
| behavior indicates a change in the employee's life or a | | | | employees, your focus is to set the standards and |
| change in the work environment. This is different | | | | support them in meeting those standards. Their job is |
| then an employee who has a habit of negative | | | | to meet or exceed the standards. |
| behavior. Though in both cases, your goal is to | | | | |