Employees are the life of any organization. We spends hours recruiting, screening and interviewing them. After we have hired them, we spend more time training, coaching and monitoring them. And when it’s all said and done, we like to think that we have contributed to the company’s future and had a hand in weaving the fabric of that company.
Then there is another group of employees. The Challenges. The people that make us wonder why we became managers. The real reason we earn our pay.
Maybe you inherited them, maybe you hired them, and maybe you managed them into the unhappy bunch they are.
Here are 4 of those individuals and some strategies in dealing with them.
There is a 1st rule though. You can’t fix their Attitude. They own it, it’s internal and the only way it changes is through their thinking.
What is an Attitude? Let’s define it before we move on.
I like this definition, see if you don’t agree.
An Attitude is a thought process. It is a reflection of a person’s internal reaction to their external environment.
Attitudes are influenced by emotions, actions, reactions, events and people. They can be extremely fragile or extremely strong.
And they change constantly in some people.
Now that we have a working definition, let’s examine 4 of the most common problem employees.
The Axe Grinder. This person exists in every company. They are the one that had something happen to them in their employment and they believe the company or the manager had a hand in it. It could have been a missed promotion or having to work extra because of “poor management.”
Instead of focusing on a solution, they would rather focus on telling everyone how “messed up” the company or the manager is. (Somewhat similar to the Schleprock, with more anger and defensiveness)
They prefer to carry around with them their sad tale, never offering a solution, instead preferring to regale coworkers from time to time with their own private philosophy and “management style.” (This is the “What I would do if” scenario)
They can become quite bitter towards the company and even other co-workers if they are allowed to continue with their Axe Grinding.
The Fix. It’s a 3 step process. 1st, identify the Grinders main problem or issue. It can be extremely difficult to get to the bottom, as with most Grinders, they usually have a list of things that are wrong. You need to work with the items that are repairable and can be addressed. If you try to handle every single thing on their list, you will bogged down with “one time” or “he did” or “they said” and never get around to really talking about what is wrong.
2nd. Ask for their help in resolving the issue. This is the buy in. You can’t move to step 3 without getting the Grinder to say that the solution you both agree on will take care of the issue to their satisfaction.
3rd. Describe the course of action you will take and describe the behavior that you expect from the Grinder from this point forward. Notice I did not say anything about “changing their Attitude” or “shape up.” If you want them to stop talking to everyone about the incident or whatever happened, tell them that’s part of the agreement. One final thought here is that they agree to bring to your attention other problems before they get out of hand and they have a solution they believe will solve the problem.
The Agenda Maker. These folks have something to prove. They are totally focused on getting something done for themselves, quite often, at other people’s or the company’s expense. They are not team players, and do not have anyone’s interests in mind but themselves. In order to get what they want, they have been known to undermine other coworkers.
Quite often they are brilliant in what they do. Many companies rely on their performance. The numbers they produce can make or break a month or even a quarter. For many managers it becomes a matter of managing the lesser of two evils. Every company needs performance, and yet every company requires cooperation and harmony to excel.
For performance and numbers, do I allow this person to run roughshod over my department? Treat other workers poorly? Maybe even become arrogant to the point of openly defying management?
The Fix. This includes identifying the behavior and setting some boundaries for this individual. By letting them know that you do not nor will you allow them to set the pace or tone for your department, you are also setting the expectations for their continued employment.
Tell this person that you appreciate their efforts, and will continue to support them in the performance of their duties. At the same time, let them know that you require cooperation and that if they want to play their own tune they may have to find another band. Ask them to help build the department or business. Ask them to help train and support other team members. In some cases they are actually looking for additional duties and would like to have a hand in developing the business.
If they are not willing to play by the rules, they leave.
Mad Bombers. These are the quiet people. They never say much. (In public) They can be aloof to the point of unfriendliness (sometimes).
Now, some of you are saying, so what? Hey, at least they are being quiet, and doing their job. What more do you want?
I understand where you are coming from. This is the problem with these folks. One day, they come into your office and say “I want to file a complaint” or “I’ve taken another position” or any number of bomb drops.
Because they are not involved in the company and the people, they never tell you what is going on and they have little loyalty. The bombs they drop often are the result of years of feeling “stepped on” or “I’m not appreciated.”
The Fix. Ask them for their input regularly.Get them involved and talking about what they are involved in. These folks will require a little more MBWA time and will open up if they feel you are genuinely interested in them. I have learned more about a company by talking to the quiet folks than the noisy folks. They are generally great observers.
Help them become better participators by involving them in more daily activities. You might consider starting a Toastmasters or speaking club in your work, as these folks will benefit from speaking in public.
Make sure you involve them in making decisions and policy by openly asking for their input and suggestions.
Paychecker. These folks are here for the money. They perform their duties as well as anyone else; however, they will not normally perform above the call of duty.
They never volunteer for anything, yet are first in line for the food at the company picnic. You can count on their coming to work, and not much else. They do not have much loyalty, and will job hop or move around a lot.
They are also the “first” complainers. Every time something new comes about or requires a little more effort than before, they complain and they have their hand out. In some cases, they can become the “malicious obedience” or “selective obedience” employees. Never doing anything outright that would get them fired for say malfeasance or performance, just tip toeing the line right on the edge.
The Fix. This is a 3 step process as well.
1st. Let the Paychecker know that they are performing at an “average” level. Help them see that meeting minimum levels only guarantees that they will have minimum paychecks.
2nd. Identify common goals that can be met and achieved by the Paychecker that will lead to increased levels of production and pay. Help them see the vision that they wish to become.
3rd. Plan to review with them monthly for the first 90 days and see what progress they have made on their goals. Once they see that you are really interested in their achievements, they will begin to come around.
If they persist in maintaining minimum levels, give them duties and tasks that reflect those levels. If they wish to always remain a “Paychecker”, chances are you will not have them in your employ too much longer, as they are always looking for the BBD. (Bigger, Better Deal)
A final thought.
There is no “one all fixes all” solution. It requires some serious thought on your part, designed implementation and regular follow up. You can’t have one meeting and expect that all will be perfect from this day forward. It doesn’t work that way.
And, along the way, take the time to recognize those folks that do it the right way, day in and day out.
Leonard Buchholz is a Certified Trainer, Speaker and Author. If you are looking for a seminar leader that is “High Touch and Low Tech,” look no further. Leonard is known for energetic seminars that involve the participants. Seminar subjects include Customer Service, Difficult People and Difficult Situations, Management and Communications.
Reach him at leonard@bizprotraining.com or call 760-529-5635.
Tags: attitude, axe, coworkers, defensiveness, emotions, external environment, grinder, interviewing, poor management, problem employees, real reason, reflection, regale, schleprock, spend more time, thought process, time training, training coaching
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