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DEALING WITH DIFFICULT PEOPLEor

DON’T YOU JUST LOVE THIS JOB???

Karen B. Gokay, Esq.Director of Human Resources & Public Relations

Berks County Intermediate Unit--------------------------------------------------------------------------

Presentation for:2010 PASBO CONFERENCE

March 11, 2010

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SEMINAR OBJECTIVES• Identifying Supervisory

Traits/Responsibilities• Identifying the Traits of Some “Problem

Employees”• Identifying Supervisory Strategies to Deal

with these Employee Types• Tips for De-escalating Conflict

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QUALITIES OF A SUCCESSFUL SUPERVISOR

• Perceptive• Good Listener• Encourager

– Do not motivate by guilt or force• Assertive

– Constructive; truthful; frank• Decisive

– Making those difficult decisions without alienating others

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Some “General Tricks” to Successful Personnel Management

• Recognize your role/responsibility/authority• Recognize the styles/roles of others• Determine how to effectively utilize the talents at

hand • Adhere to supervisory guidelines, policies &

procedures• Hold individuals accountable• Handle problems/issues when they arise• Render decisions utilizing your discretion as

appropriate• Keep Administration informed

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Effective Employee Relations• Honest Two-Way Communication• A Culture of Honesty, Fairness & Trust• Sensitivity to Employee Issues• Clearly Articulated Expectations• Consistency in Policy Administration• Regular and Constructive Feedback• Support/Encouragement

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HANDLING CONFLICT

What is Your Responsibility?Putting an end to the behavior that is disruptive so that the tasks and goals of the department can be accomplished.

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PROBLEM EMPLOYEESWhy?

• Poor Employee Relations• A Perception They are Not Appreciated• Insecurity

– Positive Reinforcement Needed– Desire More Attention

• Personal Issues Unrelated to Work• Nature of Their Personality

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THE COMPLAINER

• Personality Traits:– Lots of complaints– Imagines problems– Appears innocent– Provides no solutions; just problems– Gets worse if ignored

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THE COMPLAINER• Supervisory Strategies:

– Listen– Don’t agree or disagree– Investigate

• Ask specific questions• Insist on facts

– Limit discussion to job-related complaints– Take appropriate action

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THE UNDERMINER

• Personality Traits:– Wants to move up in the organization– Undermines supervisor; attempts to make

him/her look foolish– Extremely passive-aggressive– Friendly to your face; consistently stabs you

in the back, though

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THE UNDERMINER

• Supervisory Strategies:– Inform him/her that you know what is going

on– Do not allow idle time; keep him/her busy– Establish necessary limits regarding

behavior– Take appropriate action

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THE AGGRESSOR

• Personality Traits:– Bullies others to achieve results– Embarrasses co-workers– Throws temper tantrums– Attempts to make supervisor feel inadequate

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THE AGGRESSOR

• Supervisory Strategies:– Utilize self-control in all interactions– Establish a set time to deal with employee– Consider having witnesses available– Anticipate challenges to your authority– Deal upfront with accusations– Take appropriate action

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THE “BUSYBODY”

• Personality Traits:– Professional meddler– “Knows Everything”

• (Not really, though)– Likes to “drop in” to gossip

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THE “BUSYBODY”

• Supervisory Strategies:– Meet with him/her privately and explain the

negative impact of the gossip on the team– Do not allow idle time; keep him/her busy– Focus on the problem created by the gossip;

not the nature of the gossip– Take appropriate action

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THE PERFECTIONIST

• Personality Traits:– Avoids, or desires to avoid, mistakes at any

cost– Loses hope when things go wrong; can

become negative & overwhelmed– May push deadlines to the limit or miss the

same– Can become short-tempered with “less than

perfect” employees

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THE PERFECTIONIST

• Supervisory Strategies:– Employ patience; not contempt– Acknowledge the desire for perfection but

remind employee that perfection is often “in the eyes of the beholder”

– Maintain expectations regarding deadlines– Do not allow “negativity” to prevail

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“MINI-ME”

• Personality Traits:– Wants a supervisory position– Feels his/her way is the best way to

accomplish an objective– Often “instructs” others as to how things

should be done– Cannot be objective

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“MINI-ME”

• Supervisory Strategies:– Remind employee YOU are the supervisor– Impress upon him/her that there is not just

one way to do something– Explain behavior is counterproductive and

bordering on unacceptable harassment– Take appropriate action

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THE JEALOUS EMPLOYEE

• Personality Traits:– Possesses an “entitlement” mentality– Reacts with spite when others are promoted

or receive raises– Complains of unfair treatment

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THE JEALOUS EMPLOYEE

• Supervisory Strategies:– Do not enter into a discussion about others– Explain that everyone is evaluated or

assessed according to their own efforts– Avoid being dragged into an argument– Provide employee with suggestions for

professional development, if applicable– Take appropriate action, if necessary

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COMMUNICATING WITH

PROBLEM EMPLOYEES• Maintain eye contact• Watch the tone of your voice• Time discussion appropriately

– Behind closed doors– “After the dust has settled”

• Discuss impact of concern– On the organization, co-workers, career

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TIPS FOR DE-ESCALATING CONFLICT

• Speak softly• Speak slowly• Make direct eye contact• Be conscious of body language• Search for the “win-win”• Take a break, if needed

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TIPS FOR DE-ESCALATING CONFLICT

• Avoid starting sentences with the pronoun “You”

• Repeat messages and clarify often• Watch your language• Acknowledge the position and needs of the

person involved• Ask open-ended questions• Breathe!!!!

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CLOSING THOUGHTS• Taking on a supervisory role requires one

to deal effectively with people• It is a small percentage of employees

who will create the biggest headaches• Don’t forget to acknowledge the

“problem-free” employees• Recognize that you will make mistakes;

learn from them• Questions??

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CONTACT INFORMATION

Karen B. Gokay, Esq.Director of Human Resources &

Public Relations610.987.8470

kargok@berksiu.org