Managing and Motivating

Transcription

1 Presented by Cassandra Peck Managing and Motivating the Most Challenging Employee Types

2 Why Do They Do What They Do?

3 What You ll Learn Challenging employee types you re most likely to run into learn why they act the way they do, and how to manage and motivate each one. When a problem employee isn t really a problem: the difference between temporarily vs. chronically difficult people Could you be the one provoking poor performance and attitudes? The real secret to motivating any employee: adapting your management style to their needs The incredible power of praise: who knew it could be this simple? Avoid those uncomfortable conversations managers hate: learn how to give true constructive feedback that avoids defensive reactions. More critical communication skills you simply must have to successfully manage the most challenging employees Why asking the right questions can help employees examine and change their own behavior and enhance both your credibility and their trust in you Why understanding internal vs. external motivators could make your job a whole lot easier

4 Challenging employee types you re most likely to run into learn why they act the way they do and how to manage and motivate each one

5 3 Misunderstandings About Difficult People 1 Bad behavior will go away if ignored 2 They will never change until they want to 3 The difficult behavior lies in their hands

6 The Negativist Everything is doom and gloom.

7 The Cyclic Person Sometimes they re on top of their game and other times they are not.

8 The Loner Prefers to work alone

9 The Whiner/ Complainer I must Unlike a Negativist, they don t so much find fault as complain! complain about their own situation repeatedly.

10 The Blameless Person This employee manages to take any mistake and make it the result of someone else s actions or decisions, or the fault of the system.

11 The Antagonist/Arguer One of the most difficult personalities in any workplace, the Antagonist not only creates stress for managers and supervisors but also for coworkers and often customers.

12 The Hand-holder This personality is mostly afraid of making a mistake or making a decision that could turn out to be wrong although many decisions can t be judged as purely right or wrong.

13 When a problem employee isn t really a problem: the difference between temporarily vs. chronically difficult people

14 Temporarily vs. Chronically Difficult People 1 Not everyone finds the same people difficult 2 There are all kinds of reasons people are difficult 3 With the temporarily difficult, check their past history 4 Think about why people do what they do

15 Could you be the one provoking poor performance and attitudes? Know what to do if it s true

16 What happens + Your reaction = Outcomes

17 Indirect Approach Dropping hints Making generalized remarks to others Making vague comments to the person involved Avoiding the person altogether

18 Address actions using facts. The Direct Approach Pick the right time to talk to them. Make sure conversation is in private. Pick your battles. Be prepared for them to be (or act) surprised.

19 Nagging produces one of two results: Temporary compliance or Hardening of negative behavior

20 I Must Be Right!

21 Seek a Be the first to budge. Don t negate the other person s stance. Offer an alternative. Solution Do something unpredictable.

22 The real secret to motivating any employee is adapting your management style to their needs

23 Initiator Relater Analyzer Driver

24 Other Factors Related to Adapting to the Needs of Your Employees: What is their experience level? Is there a psychological factor? Why are they uncomfortable with the job?

25 Other Factors Related to Adapting to the Needs of Your Employees: Are they afraid of negative consequences when doing their job? Is their work not respected or valued? Is it related to their personality style? Is it related to your personality style?

26 Why understanding internal vs. external motivators could make your job a whole lot easier

27 Intrinsic Motivation Comes from within May come from being rewarded somehow through how one feels about oneself Being challenged to tackle or having control over something that matters to the individual

28 Extrinsic Motivation Comes from outside the individual Can be based on rewards May include anything from grades to money

29 The incredible power of praise It must be sincere It must be specific It tells how the behavior is helpful It must be frequent and ongoing You must look for opportunities It s best when it s fresh closest to the time when the good thing happens, not months later

30 Avoid those uncomfortable conversations managers hate: learn how to give true constructive feedback that avoids defensive reactions

31 Here are some tips for handling those difficult conversations more effectively: Criticize the action not the person. Allow the employee vent within reason. Encourage employee buy-in by asking for their input. Deliver any feedback objectively and without emotions. Use I rather than you. Give feedback in a timely manner.

32 Critical communication skills you simply must have to successfully manage the most challenging employees

33 Active listening Pay attention to body language. Tone of voice

34 Why asking the right questions can help employees examine and change their own behavior and enhance both your credibility and their trust in you Asking questions is a powerful tool managers and supervisors overlook. Asking questions creates a different dynamic in your relationships with employees. Asking questions develops critical thinking skills.

35 Open questions ask the person to explain something and will allow them to direct their response as they see fit. The Art of Using Closed questions require a yes-or-no answer. Questions Probing questions use information you have gleaned to create the question that delves further into details.

36 Other Types of Questions: Direct Hypothetical Reflective Leading