How To Deal With A Difficult Employee – Most business owners dislike having difficult conversations at work. But if you encourage an employee to improve their performance, request a payment extension from a vendor, or break bad news to a customer, there will be difficult conversations.
When difficult conversations arise, you must be prepared to handle them with grace, professionalism and respect. Learn how to manage challenging conversations at work to keep your business running smoothly.
How To Deal With A Difficult Employee
Difficult conversations at work can take any form. While most of your difficult conversations are with employees, you may also have difficult conversations with customers or clients, vendors, investors, creditors, and independent contractors.
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Some difficult conversations include discussing a raise, dealing with a difficult personality, and apologizing for a mistake, according to a Harvard Business Review (HBR) survey.
The types of difficult conversations you can have at work are endless. But the same basic tips for managing conversations are the same.
Here are five tips to help you have tough conversations with employees, customers, and others you meet at work.
You may hate conflict, but postponing it will only make things worse. The longer you delay a difficult conversation, the bigger the problem. When you realize there is a problem, make an appointment and resolve it.
How To Deal With A Difficult Employee
Let’s say your employee is missing deadlines. You should talk to them about their performance before the profits of your business suffer. And procrastination can make the conversation even more difficult. The employee may get defensive and wonder why you didn’t open up earlier.
Or let’s say you have a long-term client who is angry that there has been a change in your business. If you avoid hearing them and avoid difficult conversations, you could lose your job.
Nearly 80% of those surveyed by HBR said they would prepare before having a tough job interview.
Prepare yourself before giving a really difficult speech. Focus on the nature of the problem so that the conversation doesn’t go astray.
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Knowing why the conversation should be can help you develop goals. For example, if one employee is making fewer sales than all the other employees, the purpose of your meeting might be to evaluate their strategy, find a new one, and increase their sales by X percent.
Why are you speaking if you don’t know the purpose of the speech? If you don’t focus on the real problem, you and the other person will start to drift into other problems.
Having a goal for the conversation can also help you stick to the facts instead of getting emotional. Prepare the points you want to talk about and gather relevant documents in advance.
During the conversation, it is necessary to treat the other party with respect. Instead of dominating the entire conversation, listen to what they have to say.
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Whether you or the other person is responsible for the problem, listening to them helps you see things from their point of view. The HBR survey found that 81% of respondents agreed that there is more than one way to look at a situation and that it is necessary to arrive at a solution.
If you take a step back and realize that you don’t always need to talk, you can really understand what the other person is saying and get to the root of the problem. Make sure you understand what the person is saying to show you are listening.
Listening can help soften fluff and show the person you care about what they have to say. And it can help you stay calm, humble, and kind. This can lead to a more effective, less stressful conversation.
A difficult conversation should not be a time to simply voice your grievances. Being constructive is also necessary. Otherwise, what’s the point?
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In some cases, you may need to set a plan ahead of time. Or you can work with the other person to come up with workable solutions during a difficult conversation.
Finding solutions goes hand in hand with creating a purpose for the meeting. If you have a list of possible solutions, you can continue the conversation, show that the problem can be improved, and involve both parties in a future plan.
Effectively managing challenging conversations in the workplace doesn’t end when the conversation is over; Then you need to take action.
Follow up with the person (unless you’re firing an employee) to make sure they’re happy with the outcome of the meeting.
How To Have Difficult Conversations At Work: 5 Key Steps
If the resolution requires actions, ask how. If the solution requires action on your part, describe in detail what you are doing. Master these four steps to combat hard worker behavior. Especially in these times of great change and uncertainty, it is very difficult to get people to do what you need. We have people who work remotely, whose distance shatters trust, or who work harder than ever before! Everyone’s stress level is high right now because most people are afraid of the unknown… Sheesh, we are in a storm of conflict right now.
I bet it makes you feel better knowing that because we’re all in this business, we’ve never been here before and we’re writing the rulebook or how to guide us for that matter.
I’ll rely on some basic steps I’ve used over the years to teach people how to deal with difficult employee behavior. The four-step cycle can be entered at any point, but all steps must be completed:
Its benefits are conversations, clarity, coherence and consistency, and this is the foundation on which you can build your greatest stronghold. Over the next four weeks I’ll be delving deeper into each of these steps for dealing with compulsive behavior, so follow my weekly leadership tips and if you can’t find your way through the day or need help call Penny Tremblay because the high cost of conflict can be avoided and profits are better things. can be used for
Tips For Talking About Poor Performance
The old terms bother some women at work. As gender-inclusive language in the workplace evolves, many scams create conflict. Whether intentionally or
I was lucky enough to meet an incredible group of businesswomen at the Go for the Greens conference in Orlando/Disney recently. Rosalind Lockyer, CEO, PARO Center Managing a difficult workforce is one of your biggest challenges as an employer. They can disrupt the work environment to the detriment of your business. A poor workplace culture warrants an underperforming business in the long run. As a business owner, it is your responsibility to create the right culture and continually address, develop and innovate.
The key to keeping the culture right and working with hard workers is knowing that it’s a partnership, not an “us and them” relationship, that will change the environment.
Working with difficult personnel is more of an “art” than strict rules. Here are some basic techniques that can be applied in any situation:
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TIP 2: Think about what’s really going on with the person you’re meeting. By seeing the big picture, you can discover what the real problem is. Solving a problem is more effective than covering it with a Band-Aid.
TIP 3: Before you act, ask yourself if this person is a major influencer. Do they have the skills necessary for your business? What is their value to you?
Is this a short term problem lasting less than three months? If so, what has changed in work environments? Ask if another person is involved or if passive-aggressive covert behaviors continue. Are there any threatening personal problems? Have workloads or requirements changed? This can be multiple problems. A fine process of questioning, consisting of listening and asking quality questions, will reveal the answer without undue pressure.
Short-term problems are easier to solve. It’s important to be empathetic and put yourself in their shoes to see what’s going on. After building rapport and trust, create an action plan with regular feedback to support the individual. Promises must be made about what will change to show that you are trustworthy. On the other hand, the productivity level in the workplaces will increase.
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Remember that no one is irreplaceable if there is a longer history of disruption and dissatisfaction and the above action plan has not resolved the problem. As a business owner, you can allow employees to “give up” and leave the business, allowing them to do things differently. If they’re not a good fit for a team, it immediately takes the pressure off everyone involved.
Millie Swann is an executive business change strategist and leadership consultant for CEOs, senior decision makers, and experts in what they do.
Airport Economist Crisis and Recovery: How Regional Australia Coped with Trifecta of Tragedy – Bushfires, Drought and Floods, COVID19 As a career manager or even a first-time manager, the chances of encountering difficult workers are unfortunately very high. To deal with the situation without causing it, you need to prepare yourself in advance.
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