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12 Rules forDefusing Problematic
Employees
Carol A. Hacker & AssociatesHuman Resource Consultant
Speaker•Trainer•Authorcopyright 2009
12 Rules For Defusing Problematic Employees
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• There are ways to deal with difficult employees.
• Take action as soon as the difficult behavior pattern becomes evident.
• Some difficult employees have no idea that their behavior is a problem.
Don’t Ignore the Problem
Rule 1
12 Rules For Defusing Problematic Employees
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Identify difficult behavior in “factual”
terms.
Identify Difficult Behavior
Rule 2
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• Gather the facts.
• Make a thoughtful evaluation of the facts.
Identify Difficult Behavior
Rule 2
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• Take timely action.
• Be positive.
• Create an action plan that addresses the situation.
Identify Difficult Behavior
Rule 2
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Identify Difficult Behavior
The only action plan that may guarantee failure is...
Rule 2
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• What is it about the employee’s behavior that adversely impacts his/her work?
• What have I actually witnessed?
• What do I want the employee to do?
Identify Difficult Behavior
Rule 2
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• Establish rapport. • Allow enough time.• Focus on the problem.• Understand the employee’s
perspective.
Get Agreement That the Problem Exists
Rule 3
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• Help the employee explore solutions.
• Discuss potential obstacles.
• Agree on a solution.
• Get his/her commitment.
Once the Agreement is Reached
Rule 3
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Be a Coach, Not a Cop
A coach:
• Helps problematic employees get back on track.
• Listens to their employees.
• Supports employees in setting/achieving goals.
• Works to bring out the best in employees.Rule 4
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Be a Coach, Not a Cop
• Stop thinking about employees as people who need to be controlled.
• Endorse effort and growth.
• Take complete responsibility for how you are heard.
• Remember the Platinum Rule.
Rule 4
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•What is it about the employee’s behavior...
•What have I actually witnessed?
•What do I want the employee to do?
Master the Skill of Giving Critical Feedback
Rule 5
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• Explain the purpose of the meeting.
• Balance the power.
• Treat feedback as information
• Let the employee know exactly what behaviors to continue.
Rule 5
Master the Skill of Giving Critical Feedback
12 Rules For Defusing Problematic Employees
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• Keep an open mind.
• Remember that your position as a manager makes some employees extremely sensitive to...
• Temper...Rule 5
Master the Skill of Giving Critical Feedback
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• You have to get the employee talking.
• Ask the questions.
• Never answer for the employee.
Rule 5
Master the Skill of Giving Critical Feedback
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• Develop an agenda.
• Practice.
• Anticipate denial.
• Argue the business case.
Explain the Consequences Should the Behavior Continue
Rule 6
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“It’s important to the department (team) that we all have a comfortable place to work. You have responsibility to everyone to act in an appropriate and respectful manner. Failure to do so will ultimately impact your performance reviews and opportunities for advancement.”
Explain the Consequences Should the Behavior Continue
Rule 6
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• Before you tell someone what they did wrong or punish...
• Describe the bad behavior as clearly as possible.
• If you gave the original instructions for the task that resulted in bad behavior, you may want to take the blame.
Use Positive Reinforcement
Rule 7
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• Show trust that you have confidence in their ability to change.
• As their performance improves, you need to consistently reinforce the changed behavior in a positive way.
Use Positive Reinforcement
Rule 7
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• Ask for clarification.
• “Help me here; it sounds like you’re saying that we need to re-evaluate this quarter’s budget.”
• “Just to confirm we’re on the same page, are you saying...
Focus on ListeningRather Than Arguing
Rule 8
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• “It sounds like you’re very concerned about…
• “I’m sorry, I’m not seeing your point.”
• “Do you mind filling me on how we can better handle this situation?”
Focus on ListeningRather Than Arguing
Rule 8
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• The less you say, the more likely you are to be heard.
• The employee will finish venting sooner and then be more open to hearing what you or others have to say.
Focus on ListeningRather Than Arguing
Rule 8
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Put on Your Rose-colored Glasses
Rule 9
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• Provide appropriate rewards.
• Clearly define job expectations.
• Engage people’s desire to contribute by showing them how their work...
• Celebrate success!
Engage Them!
Rule 10
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• An employer’s records can be vital evidence.
• Sugar-coated performance evals...
• Provide accurate documentation.
• Avoid anything that suggests prejudice.
Document
Rule 11
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• Disciplinary policies.
• Proof that the employee had knowledge of the above.
• Eyewitness accounts.
Document
Rule 11
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Rule 12
Schedule follow up performance-related meetings with the offending employee.
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Thank YouCarol A. Hacker
& Associates209 Cutty Sark Way
Alpharetta, GA 30005(770) 410-0517
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Carol Hacker is a speaker, seminar leader, corporate consultantand author. She has over twenty-five years of human resourcemanagement experience and has been the president of Hacker &Associates since January 1989. Carol specializes in teachingexecutives, managers, supervisors, team leaders and businessowners how to more effectively meet the leadership challenge.
Carol has developed and facilitated training programs for over500,000 people in business, industry, and government. Hercustomized seminars, presented in a powerful, professionalenvironment, have helped organizations of all sizes educate andmotivate their leaders.
Contact Carol for more information on her customized in-houseseminars, books and audio CDs.
Carol A. Hacker & Associates209 Cutty Sark Way
Alpharetta, GA 30005770-410-0517
www.carolahacker.com
About the Facilitator
