The Tribune

Every workplace and executive can attest to having at least one employee who continually gets under their skin, wreaking havoc in the office and undermining the authority of managers and leaders. Yet for a variety of reasons, these individuals - despite their errant ways - are protected and secure in their jobs. The truth is that such ‘difficult employees’ often come packaged in various forms.

Exhibit A defines the employee with a high skill level, but whose attitude consistently disqualifies them from being counted as civil. They usually carry with them a strong odor of arrogance, and demean the less qualified or skilled. They know that their crucial role in the company provides them with sufficient leverage and license to be overbearing.

Exhibit B defines the employee who has such great interpersonal qualities, and is so well liked, that the fact they have nothing else to offer is always overlooked. Every workplace has that person at the boardroom table who has little or nothing to contribute outside of a warm smile. They are helpful, kind and will bring cheer to the office, but lack any form of technical competence.

Exhibit C defines the employee who relies soley on relationships and connections for job security. They may be capable of producing, but refuse to make an effort, leaning on the safety net provided by someone indebted to them for some personal or professional reason. Sometimes they pompously parade through the office, touting their clout.

Here, then, are suggestions for managers when confronted with these employees, so they can prevent the company from being pulled into an endless vortex of ineffectiveness and frustration:

1. Start listening to the employee. Much of the behaviour may result from years of failure to hear what they are actually saying.

2. Provide clear behavioural feedback. Each time an issue arises with the employee, be sure to immediately engage in constructive coaching to address the adverse behaviour being demonstrated.

3. Learn to document. Every meeting, coaching exercise and infraction, be sure to have a consistent log of what transpired and what resolutions were achieved.

4. Be consistent. Do not let things slide. Every positive behaviour must be rewarded, and every negative action must be addressed. Establish and carry out the consequences for each action. Positive and negative, be certain to let the employee see a level of consistency.

5. Do not speak ill of the employee. Too often, the level of frustration becomes so high that the manager/leader finds every opportunity to bad mouth and lambaste an employee. This often takes the relationship with this employee into a state of ‘no- return’. People always talk, and the employee will always hear what has been said.

6. Manage your own emotions and remain as positive as you can. Convince yourself of the fact that everyone has potential, and every employee can be salvaged. Look past their faults and try to focus attention on things they do well.

7. Follow the company’s disciplinary processes and be courageous. Sometimes, the best thing you can do for an employee is to release them. A change in environment may be just what the doctor ordered to help them turn around. Be brave.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.