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