Handling the marginally troublesome employee

You probably wouldn’t have many second thoughts about dismissing an employee who’s extremely unproductive or behaves outrageously. But what about an employee whose performance is mediocre, but not horrible?  Or whose behavior is bad, but not outrageous?  That can be a tougher call.  But ignoring these problems can have a huge negative impact on productivity, morale and your career as a leader.

How do you know whether to let the situation continue or when it’s time to give him a last chance to straighten out before you remove him?

To read the rest of this article from the East Bay Business Journal, see: Handling the marginally troublesome employee http://www.bizjournals.com/eastbay/stories/2008/09/01/smallb6.html

For example, Carl manages a support group whose productivity is adequate.  But the managers Carl is supposed to support complain that he’s too difficult to work with.  He always has facile excuses when he misses deadlines.  He conveniently forgets promises he made.  Worse, he feels defensive and blows up at meetings and verbally attacks other managers.  His negativity is catching and toxic to the rest of your team.

As his department head, you can see Carl’s problems and the unhappiness of your other managers.  But you can also see the benefits Carl brings. He’s technically skilled and admired by people who don’t work with him.  He’d be difficult to replace.

In essence, Carl is abusing and bullying you by doing just enough to get by.  If you don’t act you’ll create multiple problems for yourself with the rest of your staff.

Real leaders bite the bullet when they have a bad situation on their hands.  If Carl is unhappy with your oversight but won’t change his behavior, help him find a job somewhere else.  Plan ahead; start looking for a replacement when you begin to hold him accountable.

When Carl is gone, your credibility will increase and you’ll get lots of positive feedback.  Other managers will heave a great sigh of relief. There’ll be a decrease in insubordination, tension and complaining.  Sick-leave and turnover will also decrease. People will thank you and tell you more stories about how bad it really was.

The simple fact is that failing to deal appropriately with a problem employee like Carl is a formula for disaster.  If you have a Carl you don’t want to deal with, ask yourself: Are you willing to sacrifice your career to avoid confronting an employee who’s creating problems within your organization?

Learn what you can do to eliminate the high cost of mediocre and poor attitudes, behavior and performance.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Don't let continually cranky co-workers ruin your day

Friendly, upbeat, helpful co-workers can ease the burden of difficult, stressful projects.  But what can you do about chronically cranky co-workers who make you wish for a snow day or a hurricane? Joe is one of these toxic bullies. He’s the scourge of his office.  It’s hard to tell if he’s unaware of his co-workers’ dismay when they see him or if he enjoys inflicting pain and abuse, and getting his way because they’re afraid of him.  He’s always negative, always angry, always complaining.  He rants about “stupid” co-workers who’ve offended him.  He vents about the “idiots” who run the company and the country.  In any season, the weather’s always rotten.  He “bah, humbugs” any warmth offered him.  He’ll never be satisfied.

To read the rest of this article from the Orlando Business Journal, see: Don’t let continually cranky co-workers ruin your day

Faced with a chronically cranky co-worker, most people try to minimize the pain by:

• Avoiding them. We tip-toe around or duck and hide when we sense the first signs that a Cranky Joe is around.
• Ignoring them. We hope they’ll stop because they aren’t getting the attention or control they crave.
• Begging, bribing and appeasing them. We’re sweet, nice and accommodating. We bring them baked goods in hopes they’ll like us and stop acting like spoiled brats.
• Crying to release our hurt and frustration.
• Making psychoanalytical excuses for them so we can rise above their level – anything to avoid confronting them.

Unfortunately, these tactics rarely work.  However, there are many tactics you can use to eliminate the high cost of his bullying and low attitudes.

I avoid in-depth psychoanalysis of continually cranky co-workers.  I assume they know the carnage they cause around them.  For them, education is rarely the answer.  The answer is simply stopping them.

Of course, it’s much harder to deal with a cranky boss.  Or to look in the mirror and realize that people run for cover when you come over to vent.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.