| I personally struggle with the term 'managing | | | | may or may not be the way it really is. Discretion |
| people' - because I firmly believe that people | | | | and careful fact-finding are often required to get |
| cannot be managed - only processes and | | | | a true picture.6: Be willing to explore the possibility |
| systems can. How many times have you heard it | | | | that you have contributed to the problemThis isn't |
| said - "Why won't my employees just do as they | | | | easy, even if you have reason to believe it's so, |
| are asked?"Despite all our best efforts at | | | | because you may not be fully aware of what you |
| 'managing', we have very little control over other | | | | have done to fuel the fire. Three helpful questions |
| people's actions, including the people that work | | | | to ask yourself:- Is this problem unique, or does it |
| with or for us. We can inspire, motivate, guide or | | | | have a familiar ring as having happened before?,- |
| threaten them, but the choice to act in a certain | | | | Are others in my organization exhibiting similar |
| way is up to the individual.Today's workplaces are | | | | behaviors?, and finally,- Am I partially the cause of |
| complex environments - it is a rare occasion | | | | the behavior I am criticizing in others?- |
| when all employees get on together and work | | | | Once you understand how you have contributed, |
| enthusiastically and constructively to achieve the | | | | you can decide to take action yourself to make |
| goals of the business. Problem behavior on the | | | | sure it doesn't happen again.7: Plan your |
| part of employees can erupt for a variety of | | | | strategyStart by defining, for yourself, what |
| reasons.Here are ten tips for dealing with it.1: | | | | changes you would like to see take place, then, |
| Recognize that problem behavior usually has a | | | | follow this sequence:Meet with the person and let |
| historyIt usually develops over time and seldom | | | | them know that there is a problem. |
| from a single incident. As a manager, it is your | | | | State the problem as you understand it and |
| responsibility to be alert to the early warning signs | | | | explain why it is important that it be resolved.Gain |
| and deal with the underlying causes before the | | | | agreement that you've defined the problem |
| situation reaches a crisis.2: Ask yourself: "Am I | | | | correctly, and that the employee understands |
| partly or wholly responsible?"If the problem is in | | | | that it must be solved.Ask for solutions, using |
| your team, then you are at least partly | | | | open-ended questions such as:"What are you |
| responsible for it. Perhaps you were blind to the | | | | willing to do to correct this problem?" In some |
| signs the individual was undoubtedly leaving you, | | | | cases, you may have to make it clear what you |
| or you chose to ignore them and hope they | | | | expect.Get a dedication that the employee will |
| would go away. Perhaps you hadn't been | | | | take the required actions.Set deadlines for finishing |
| managing that individual's performance on a | | | | the actions. In the case of a repeated problem, |
| regular basis, and so missed an opportunity to | | | | you may want to advise the employee of the |
| discover the problem earlier. Whatever the | | | | consequences of failing to take corrective |
| reason, responsibility lies with you in some | | | | action.Follow up on the deadlines you've set8: |
| part.You would be surprised how frequently it is | | | | Treat the employee as an adult and expect adult |
| the manager who has created, or at least | | | | behaviorTo some extent, expectation defines the |
| contributed to problems of employee behavior. | | | | result. If you treat the employee as a naughty |
| Having an abrasive style, being unwilling to listen, | | | | child, then you should expect a naughty child to |
| and being inattentive to the nuances of employee | | | | respond. If you indicate - by your actions or by |
| behavior are all factors that contribute to the | | | | the content or tone of your voice - that you |
| manager's need to thoroughly examine what is | | | | expect adult behavior, then that's what you're |
| going on.3: Don't focus only on the overt | | | | likely to get.9: Treat interpersonal conflicts |
| behaviorWhen confronted by an angry or upset | | | | differentlyIf the problem behavior stems from a |
| employee, it's easy to attack the person and | | | | personality conflict between two employees, have |
| target their behaviour rather than examine the | | | | each one answer these questions:How would you |
| factors that underlie the behavior. Often, this | | | | describe the other person?How does he or she |
| takes patience, careful probing, and a willingness | | | | make you feel?Why do you feel that the other |
| to forgo judgment until you really understand the | | | | person behaves the way he/she does?What |
| situation.4: Be attentive to the "awkward silence" | | | | might you be able to do to alleviate the |
| and to what is not saidWhen an employee is | | | | situation?What would you like the other person to |
| obviously reluctant to communicate, it's almost a | | | | do in return?10: Gain agreement on the steps to |
| sure sign that more lurks beneath the surface. | | | | be taken and results expected A problem is not |
| Often, employees will hold back because they feel | | | | really "fixed" until it stays fixed. Everyone involved |
| unsafe. They may test the waters by airing a | | | | must agree that the steps taken (or proposed) |
| less severe or kindred issue in order to see what | | | | will substantially alleviate the problem. This includes |
| kind of a response they get. In order to get the | | | | you as manager, and the steps you personally will |
| full story and encourage forthrightness, the | | | | take to ensure you are not contributing to similar |
| manager has to read between the lines and offer | | | | problem in the future.Finally, agree how you will |
| the concern and support necessary to get the | | | | both monitor the issue. What needs to take place |
| employee to open up.5: Clarify before your | | | | for you both to be satisfied that the issue has |
| confrontChances are, when an issue first | | | | been completely resolved. Write this down and |
| surfaces, you will be given only a fragmentary | | | | use it as your measure of success.Megan Tough - |
| and partial picture of the problem. You may have | | | | published writer, coach, facilitator and speaker - |
| to dig deep to surface important facts, and talk | | | | works with people to create outstandingly |
| to others who may be involved. One safe | | | | satisfying and truly successful professional lives. |
| assumption is that each person will tend to | | | | Make more money - have more fun! |
| present the case from his or her viewpoint, which | | | | |