The Seven Most Challenging Employee Types

Transcription

1 Marie G. McIntyre, Ph.D. Your Office Coach The Seven Most Challenging Employee Types How to Manage and Motivate Them CONTACT INFORMATION Marie G. McIntyre, Ph.D Your Office Coach Free coaching tips: Personal coaching: LinkedIn & Book: Secrets to Winning at Office Politics 1

2 TOPICS for TODAY What is a Challenging Employee? Seven Employees who Drive Managers Crazy How Do You Manage Challenging Employees? Coaching Techniques that Really Work Conducting an Exceptional Coaching Discussion What Is a Challenging Employee? 2

3 CHALLENGING EMPLOYEE Someone who has personality traits that suck up an inordinate amount of time and energy. The Employee Bell Curve High Potentials Regular folks 70% Challenging Employees 10% 10% Superstars Incorrigibles 5% 5% 3

4 The Employee Bell Curve High Potentials Regular folks 70% Challenging Employees 10% 10% Superstars 5% Incorrigibles 5% 60-70% Management Time & Energy 6 Signs that You Have a Challenging Employee You spend a lot of time thinking about this person. Your feel tension whenever this person walks into your office. Other employees often have issues with this person. This person s behavior is negatively affecting results. This person frequently causes you to feel angry or irritated. You feel helpless and hopeless about changing the situation. 4

5 Quick Quiz: Who pushes your hot buttons? Employees who do not respect authority People who like to argue and debate People who are highly emotional People who like to show off Employees who constantly gossip, tattle, or complain People who frequently get into squabbles with coworkers Employees who miss deadlines and overlook details People who are not excited and motivated by their work People who are impractical and have their head in the clouds Employees who are afraid to make any independent decisions Employees who like to engage in power struggles Seven Employees who Drive Managers Crazy What Drives Their Behavior Challenge for Managers Coaching Goals 5

6 Seven Challenging Employees Drama Queens (& Kings) Confrontational Types Challengers Power Grabbers Slackers Passive Types Clingers Space Cadets Childish Adults CONFRONTATIONAL TYPES Drama Queens (& Kings) Emotional driver: Center of attention Challenge: Highly emotional displays Coaching Goal: Prevent disruptive behavior 6

7 CONFRONTATIONAL TYPES Challengers Emotional driver: Rebellion Challenge: Constant arguments & debates Coaching Goal: Productive, cooperative discussions CONFRONTATIONAL TYPES Power Grabbers Emotional driver: Control Challenge: Ongoing power struggles Coaching Goal: Acceptance of direction 7

8 PASSIVE TYPES Slackers Emotional driver: Resentment Challenge: Lack of effort Coaching Goal: Getting them reengaged PASSIVE TYPES Clingers Emotional driver: Anxiety Challenge: Fear of making decisions Coaching Goal: Increasing independence 8

9 PASSIVE TYPES Space Cadets Emotional driver: Individuality Challenge: Straying off course Coaching Goal: Focusing their talents Childish Adults Whiners Pouters Tattletales Gossips Jokers Emotional driver: Need for attention Challenge: Disrupting group harmony Coaching Goal: Eliminating childish behaviors 9

10 How Do You Manage Challenging Employees? Common Management Mistakes Critical Management Traits Performance Management Strategies Regular folks High Potentials Challenging Employees Superstars Incorrigibles Retention Motivation Termination 10

11 Performance Management Strategies Behavior Management Regular folks High Potentials Challenging Employees Superstars Incorrigibles Retention Motivation Termination Performance Management Strategies Behavior Management Regular folks High Potentials Challenging Employees Superstars Incorrigibles Retention Motivation Termination 11

12 MANAGEMENT STRATEGIES Common Management Mistakes Psychic management Writing them off Losing your cool Becoming a therapist Enabling bad behavior MANAGEMENT STRATEGIES Four Key Management Traits Emotional maturity Management presence Understanding of human behavior Coaching road map 12

13 THIS MANAGEMENT STRATEGIES Adult Adult NOT THIS Parent Child Child OR THIS Child MANAGEMENT STRATEGIES Management Presence Being comfortable with your authority and using it wisely. 13

14 MANAGEMENT STRATEGIES HUMAN BEHAVIOR 101 ALL behavior is goal-directed. To change the behavior, you must change the goal. MANAGEMENT STRATEGIES Four Key Management Traits Emotional maturity Management presence Understanding of human behavior Coaching road map 14

15 Coaching Techniques that Really Work The AMISH Formula for Behavior Change Coaching Tools for Challenging Employees COACHING TECHNIQUES The AMISH Formula for Behavior Change Awareness of the problem Motivation to change Identifying problem behaviors Substituting new behaviors Habit-forming practice 15

16 What s Causing the Problem? Ability Motivation MANAGEMENT STRATEGIES Ability Questions Does the employee have the skills needed to correct this problem? Does the employee use appropriate behavior in some situations? Has the employee ever used appropriate behavior in the past? Is this behavior an unalterable aspect of the employee s personality? 16

17 MANAGEMENT STRATEGIES Motivation Questions Is the manager rewarding bad behavior? Is the employee angry or resentful about something? Can the employee describe the problem behavior & desired change? Does the employee understand why the behavior is a problem? Does the employee see any benefit in changing the behavior? COACHING TECHNIQUES Coaching Tools for Changing Behavior Invitation to Change Education & Insight The Reward Equation Motivational Levers Skill Development Supervision & Delegation 17

18 COACHING TECHNIQUES Issuing an Invitation to Change Purpose To make the employee aware of the problem How you do it Factually describe your observations of the problem behavior Make it clear that change is necessary and expected Examples Invitation to Change Drama Queens: I ve noticed that you seem to spend a lot of time talking with coworkers about your personal problems. Although I m sympathetic to your difficulties, I need to ask you to save these conversations for breaks and lunch. Challengers: To me, our conversations often feel more like arguments than discussions. I m always interested in your point of view, but we need to start solving problems together instead of debating back and forth. And once I ve made a final decision, I need for you to stop arguing. Power Grabbers: I sense that you sometimes resent the fact that I m in the management role here. That s okay as long as you don t act out that resentment. Regardless of how you feel, I need for us to have a productive and professional working relationship. 18

19 Examples Invitation to Change Slackers: I ve noticed that you aren t bringing a lot of energy to your work lately. You ve missed several deadlines, and you re spending a lot of time out of the office. I really need your talents, so I d like to find out why you seem so disengaged. Clingers: Given your level of ability and experience, I would like to be able to delegate more decision-making authority to you. Let s talk about some of the decisions that you could make independently in the future. Space Cadets: I ve always appreciated your creative ideas and original point of view. At the same time, I ve noticed that you sometimes seem to get bored with the more repetitive aspects of your job and overlook important details. We need to agree on how we can solve this problem. Examples Invitation to Change Childish Adults: I know this isn t a perfect place to work, but you seem to spend a lot of time complaining about things that can t be changed. This isn t a good use of our time, and frankly, it s kind of depressing. I m always glad to help you solve problems, but we need to curtail the gripe sessions. 19

20 COACHING TECHNIQUES Education & Insight Purpose How you do it To help employees see that their behavior is self-defeating Learn about the employee s work-related goals Show how undesirable behaviors will keep them from accomplishing their goals Build on their natural strengths COACHING TECHNIQUES Managing the Reward Equation Purpose How you do it To discourage harmful behavior and encourage beneficial behavior Strategically give or withhold attention Express appreciation for desired behaviors Attach rewards to desired behaviors & negative consequences to undesirable behaviors 20

21 COACHING TECHNIQUES Using Motivational Levers Purpose Strategies To give the employee an incentive to use appropriate behaviors Understand what may be driving the undesirable behavior Learn about the employee s work-related goals Make goal-related activities contingent upon behavior change MANAGEMENT STRATEGIES Flipping the Motivational Switch Drama Queens Interaction Challengers Expertise Power Grabbers Leadership Slackers Reengagement Clingers Security Space Cadets Creativity 21

22 COACHING TECHNIQUES Developing New Skills Purpose Strategies To help the employee develop the ability to use more appropriate behavior Identify ability problems Identify skill deficits that may be contributing to motivational problems Arrange appropriate skill development activities COACHING TECHNIQUES Supervision with Feedback Purpose Strategies To insure that the employee follows through with agreedupon change plans Agree on action steps for change Arrange for regular feedback Schedule meetings to review progress 22

23 COACHING TECHNIQUES Strategic Delegation Purpose Strategies To reward improvement with increased responsibility or desirable activities Agree on motivating activities for the employee Establish a plan for delegating those activities Arrange for regular review and feedback COACHING TECHNIQUES Coaching Tools for Changing Behavior Invitation to Change Education & Insight The Reward Equation Motivational Levers Skill Development Supervision & Delegation 23

24 COACHING TECHNIQUES The AMISH Formula for Behavior Change Awareness of the problem (invitation to change) Motivation to change (education & insight, reward equation, motivational levers, delegation) Identifying problem behaviors (education & insight) Substituting new behaviors (education & insight, skill development) Habit-forming practice (supervision & feedback, delegation) Conducting an Exceptional Coaching Discussion The 10-Step Coaching Conversation Diversionary Tactics When Coaching Doesn t Work 24

25 Ten Steps to an Exceptional Coaching Discussion 1. Determine your goal. 2. Describe factual observations. Your Perspective 3. Discuss behaviors, not personality 4. Appreciate strengths. 5. Explain why change is important. Two-way Discussion Action Planning 6. Ask questions to engage the employee. 7. Get input on possible solutions. 8. Agree on action steps and feedback plan. 9. End with optimism. 10. Follow up! Common Diversionary Tactics Accuse the accuser: Who said that about me? I have a right to know who s trying to get me in trouble. Deflect to someone else: Bob misses deadlines more often than I do. You should really be correcting him instead of me. Short-circuit the discussion: I already know what you re going to say. I ve missed a few deadlines lately, but I promise you that I m going to do better. Minimize the issue: I don t see why it s a problem if I take a different approach. I always get my projects completed on time. Blame the manager: I m not the one who starts these arguments. I m just reacting to the way you give orders. Deny the problem: That s not true. I hardly ever talk about my personal life. 25

26 When coaching doesn t work... If employees choose not to change, there must be consequences. 26

27 Truly Toxic Employees Sociopaths Abusers Parasites When Coaching Isn t Enough Regular folks High Performers Challenging Employee Superstars Incorrigibles Termination 27

28 When Coaching Works! Regular folks High Potentials Challenging Employee Superstars Incorrigibles When Coaching REALLY Works! Regular folks High Potentials Challenging Employee Superstars Incorrigibles 28

29 CONTACT INFORMATION Marie G. McIntyre, Ph.D Your Office Coach Free coaching tips: Personal coaching: LinkedIn & Book: Secrets to Winning at Office Politics 29