Dealing with Difficult Employees -~-----~----~-~----~-~---~

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1 Dealing with Difficult Employees -~-----~----~-~----~-~---~ KIYON MASSEY Today's Objectives 0 Understanding the employee Ways to address the difficult employee Developing strategies for dealing with the difficult employee Accountability for our employees Frames of Reference t--~~~~~~~~/011--~~~~~~~~ A person experiences a series of events. His mind takes the information or data from these experiences. At times, their ways of thinking about a topic or idea can be shaped by their experiences and environment. 1

2 How does the frame of reference apply to the difficult,~ loyee?? 0 Mental model- the way we think and consequently act about something. Mindsets or paradigms- our perspective based on the way we believe situations should be handled. Let's talk about it... 10/ Ask the person next to you... List the direct or subtle messages you were taught about conflict as a child. Which of these messages dominates how you feel about conflict today? Characteristics of Difficult Employees }-~~~~~~~~~~--{~}-~~~~~~~~~~--i Lack of Awareness of Negative Behavior Employees are not aware of how what they do affects others. As the supervisor, provide feedback or infonnation to the employee that nill help him see his unproductive habits. Be mindful of the way that employee processes information and be sure to deliver it in a way that they wiu understand. Ex. Data driven employees need data, relationship oriented employees need to see how it affects the relationship. Denial of Negative Behavior Employees are unaware of the problem or do not want to deal \\ith the issue. Be direct and factual about the situation. Be prepared for follow up \\ith additional disciplinal)' action if necessal)'. Be sure to have policies or procedures to support your position and possible actions that can be taken.,. '" -----,_ 2

3 Characteristics of Difficult Employees la Blaming Others for Their Situation or Behavior Focus on thatemployee'sbehavior. Be finn and direct and remind theemployeethat he is in oontrolof himself not others. Justifying Their Behavior Based on the Expectations of a Previous Supervisor Remind them that you are the current supervisor. Review your expectations for that employee. Provide the employee with your expectations in writing. Waiting You Out Employees that feel that they have outlasted other supervisors, they will do the same with you. Tell them that you appreciate the work they do and that you want to work with them for the duration of their career. Characteristics of Difficult Employees 10\ \' J Deliberately Making Mistakes with the New Procedure to Sabotage It Develop a foll ow up plan that identifies all areas of weakness or mistakes and address the mistakes with the person responsibl e. Have a heart-to-heart co nversation about the mistakes to try to encourage them not to deliberately make them. Recruiting Community Members to Pressure You to Abandon the New Procedure Have a direct conversation with the employee and explain how this tactic not only undermines the success of the school and his credibility, but also involves outsiders in school operations which is not advisable. Understand the Source of the Difficulty 1--~~~~~~~~ Q\11--~~~~~~~~ It is very important that you understand the cause of negative employee behavior. Look beyond the surface to diagnose the problem. Ask for outside help if you need it - from your school leader or HR. Identifying the cause will help to create a solution and plan to move forward. 3

4 Determine the employee's competencies 1(1 Base competencies are the kinds of skills that are at the core of an employee's person or personality. These competencies are not easily taught and must be developed over time. Some examples of base competencies are: o Ability to build rapport witb otbers o Ability to listen actively in a conversation o Empatby o An understanding of surrounding situations ("witbitness") o Ability to multitask What happens when an employee lacks base corn pet cies?,a It's hard to make connections and build relationships with co-workers and direct reports. Effective communication decreases. Conflicts occur often, typically over minor events. Refuses or it's hard to see the other person's point of view. Surface Competencies 'O\ Surface competencies are the kind of skills that are most directly related to the technical aspects of the job. These skills can be taught and learned fairly easily. Some examples of surface competencies are: o Ability to use word-processing skills to complete tasks o Ability to operate cleaning equipment o Ability to complete required reports o Ability to administer tests and assessments o Ability to operate a computer and the software necessary to complete required job tasks. 4

5 7/ 31/2015 What happens when an employee lacks surface compet cies? f--~~~~~~~~-----1\(]e-~~~~~~~~--1 Provide technical training for the employee Model by doing Monitor for additional follow up if necessary How do I address the difficult employee? f--~~~~~~~~ ():>-~~~~~~~~--1 Develop a plan BEFORE you meet with the employee Review the job description - know what is required and expected of the employee If there are parts of the job description that are not being met, address those items specifically. Make notes before the meeting to help you stay on track and focused Identify the issue and focus on that and ways to make the situation better Ways to address the employee 1--~~~~~~~~ '()\1--~~~~~~~~ Think through possible negative reactions from the employee and strategies for handling the reactions. If you need a witness, ask someone from HR or your supervisor to attend the meeting with you. Have a written plan of action to share with the employee that states the issue, states the action to be taken and a date for completion. 5

6 Let's talk about it... '0) How can you share information with your staff to prevent miscommunication and provide clear expectations? How do you give feedback to your direct reports? To your supervisor? What are some effective training techniques? (Different styles of learning). Make the connection >----~~~~~~ ()!--~~~~~~ Find ways to connect with your staff, one person at a time 1. Connect with yourself - be confident, be yourself 2. Communicate with openness and sincerity 3. Know your audience 4. Live your message - make your audio match your video 5. Go to where they are 6. Focus on them, not yourself 7. Believe in them 8. Offer direction and hope (John Maxwell, 21 Irrefutable Laws of Leadership)..- ~ ;~ + ' : 1rtl ACCOUNTABILITY q The obli~ation of an individual or organization to account or its activities, accept responsibility for them, and to disclose the results in a transparent manner. It also includes the responsibility for money or other entrusted property. Businessdictionary.com) 6

7 Accountability 1--~~~~~~--{ (J\--~~~~~~~ As a supervisor, you are accountable for the work. Hold others and yourself accountable for their actions. Good leaders address issues as they arise. If a mistake is made, acknowledge the mistake, apologize and affirm how it will not happen again. Always praise a job well done and give credit where credit is due. Value and Respect 1--~~~~~~~~---1\()'1--~~~~~~~~---1 Most difficult employees feel as though they are not treated with value and respect. Find ways to show you value them. Always show respect. Remain kind, firm and consistent. DIFFICULT SCHOOL EMPLOYEES 7

8 7 /31/2015 Thank You! 1--~~~~~~~~~ ();r-~~~~~~~~-j Kiyon Massey, Associate Director Human Resources, Classified Personnel Fayette County Public Schools