7 issues to consider when managing difficult behaviour at work

On this weblog =mc Director Yvette Gyles seems to be at 7 key questions that can assist you work out how finest to handle behaviour at work.

As a supervisor, some of the tough issues to cope with is managing ‘difficult’ behaviour, whether or not it’s since you don’t have a superb private reference to that particular person, or they’re not doing what you want them to do. In =mc coaching programmes we are sometimes requested for suggestions and methods to assist managers coping with workers points.

The challenges are introduced in some ways, starting from “Alex simply doesn’t do what she’s instructed / speculated to do,” to “Ahmed overreacts to all the pieces I say.” That is often adopted by a request for a magic bullet that can merely “Type that particular person out.”

In fact there isn’t any magic bullet – removed from it. The perfect method in our expertise is to begin by spending time correctly reflecting on the scenario to be able to be actually clear what precisely it’s it’s good to cope with. The truth is that for every situation you want a thought of and distinctive strategy.

So listed below are 7 key questions that can assist you mirror on the truth of the scenario:

1. What precisely have they carried out?

After we are confronted with somebody we discover difficult, it’s actually because they don’t seem to be or haven’t been performing of their job. The problem is to establish precisely what ‘not performing’ means. Is it somebody who will not be doing the job they’re speculated to be doing, not doing it in the appropriate method, or not doing it to the appropriate requirements – i.e. on time, to high quality, competently, and many others? For instance, is Alex writing top quality reviews, however they’re late? How incessantly are they late? Is that this a brand new behaviour or has Alex all the time been late? Is there a hyperlink between the standard of the reviews and their timeliness?

2. What have been the results of efficiency?

The important thing to managing such challenges is to recollect why the scenario must be handled within the first place. Because the supervisor, what have you ever carried out to encourage good efficiency at or above an agreed normal and in step with organisational and departmental targets (constructive penalties for good work)? So in case you haven’t praised Alex for the great reviews, she could not proceed to take a position she effort in them, and requirements could slip. Have you ever actively discouraged poor efficiency (unfavorable penalties for poor efficiency)? Have you ever identified that the deadlines are a part of the standard requirements to Alex and been clear on what can occur if these will not be met?

3. What have I carried out that will have contributed to this?

Have you ever been actually clear on the requirements you expect? Have you ever supplied time, assets and assist? If not, it might be that Alex is difficult you fairly pretty and there’s something else she wants to have the ability to do her job. What may you do (or may you’ve carried out) to assist her?

4. How do I really feel about having a dialog with them?

You’ll be able to find yourself laying aside having a dialog about efficiency since you anticipate challenges from that particular person – starting from flat denial to counter arguments and excuses. What’s your proof for the way you suppose they could react – is it primarily based on expertise or ‘intestine intuition? How has Alex reacted to earlier efficiency conversations? How do you are feeling about how they might react? What else may very well be occurring from their standpoint? What have you learnt about Alex – what motivates her? Is there one thing occurring at residence?

5. What are the details?

Linked to quantity 4, it’s helpful to think about how the dialog would possibly go, however at the start it’s good to be very clear on the details – and persist with them. What have you learnt (and what do it’s good to inform them)? What don’t you understand? What do it’s good to discover out (what do it’s good to ask them)? Be actually particular – what number of reviews has Alex failed to show in on time?

6. Have you ever bought a plan?

When you’re able to have the dialog and cope with Alex’s poor efficiency, it’s essential to plan what it’s good to say to maintain you on monitor. What are your key messages? What would you like Alex to know? What’s going to occur subsequent?

7. Have you ever evaluated?

When you’ve had the dialog, you have to to observe up. It’s common – after giving a troublesome message – to not solely really feel relieved but in addition trick your self into considering all the pieces has been resolved. How will you understand if issues have improved (or not) and when will it’s good to test progress? Once you’ve determined, plan your subsequent dialog accordingly. Be sure to ship Alex a gathering invitation so it’s confirmed within the diary. Be clear on what actions you’ll take and what actions Alex must take.

What’s subsequent?

To search out out extra about how =mc may provide help to with efficiency administration, managing difficult individuals or enhancing supervisor confidence get in contact by way of telephone on 020 7978 1516 or contact us to talk to at least one our skilled Studying & Growth Consultants.

To learn the way else we can assist you go to our Learning & Development page.

Share 7 issues to consider when managing difficult behaviour at work