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