Posts

Four Common Types of Difficult Employees And How To Deal With Them

/0 Comments/in , , /by

This post is a companion to one of our podcasts featuring Mike Morrow-Fox talking about bad bosses and their impact on organizations. 

One of the managers’ jobs is to create an environment that promotes employee engagement and produces organizational results. Difficult employees adversely impact the team members who work with them. Managers must find productive ways to address these difficulties, or they risk negatively impacting the entire working team. According to a Gallup article published in December 2016, “Compared with disengaged teams, engaged teams show 24% to 59% less turnover, 10% higher customer ratings, 21% greater profitability, 17% higher productivity, 28% less shrinkage, 70% fewer safety incidents, and 41% less absenteeism.” The research suggests that managers who address these difficult employees will produce better organizational results than those who do not.

The following is a guest post written by Jackie Edwards, a professional writer experienced in the HR side of finance and banking. As an employer, your team might not always be filled with employees who support your vision and work hard for you. At some point, you’ll have to deal with a difficult personality in the workplace. As stated in the Journal of Business & Economics, difficult employees can become one of the most challenging issues you face. Here are four common types of difficult employees you’ll likely have to come across and tips on tackling them effectively.

Dark-Side Dan

This is the employee who’s always negative. He’ll explain why it won’t work when you bring up an exciting project. It can be frustrating to deal with someone always raining on everyone’s parade while thinking his way is the only right one. However, a good tip is to see him as offering constructive criticism. He might show you the worst-case scenarios of corporate decisions that could help you make the right choice.

However, dealing with such a difficult personality can be quite straightforward. Hold a meeting with your team, give everyone a chance to discuss their skills and struggles, see what this difficult employee says, and coax them for a reply. You want your team members to be vulnerable at times, as it makes for a supportive, cooperative team.

Power-Hungry Pam

This is the employee who wants your job. She’ll take on leadership roles by trying to be seen as holding a position of power with her co-workers or trying to derail your authority, such as by ignoring your instructions. The best way to deal with highly ambitious employees is to give them lots of work so they won’t have time to try to manage other workers. Therefore keeping the workplace peace intact.

Mr. Excuse

You asked your employee to complete a task by the end of the day, but he had something important to do across town, he had to deal with a co-worker’s problem, or he was stuck with a faulty printer. He always has excuses for not doing work or not listening to your instructions. In a global survey of 10,000 adults, 42 percent confessed to lying about how busy they were at work. Although you might be quick to label this worker lazy, there could be another reason for his annoying behavior. Perhaps they are dissatisfied with work? The best thing to do is have an open conversation with him to understand where he’s coming from and how you can utilize his best qualities while minimizing his future games.

The Toddler

If this employee doesn’t like something, she’ll lose her cool, make sarcastic comments, or get into fights with co-workers. She also doesn’t deal with constructive criticism, which makes dealing with her a nightmare. If she’s a talented worker you don’t want to lose, remind her that her great work will take her far, but she needs to tone down her defensiveness as managers need to be likable to succeed. Having a real heart-to-heart with this employee will show her that you’re willing to support your team members and highlight that you’re after her best interests, which will help her see the error of her ways.

Difficult employees are everywhere and might even be part of your team. The key is knowing how to tackle them effectively so that you can use their skills and decrease workplace drama, which negatively impacts everyone’s productivity.

Maximizing Team Interactions: Moving Beyond the Lowest Common Denominator’s Reign

/2 Comments/in , , , , , , /by

Building Thriving TeamsThis blog is drawn from a paper by Jim Ritchie-Dunham & Maureen Metcalf, Co-hosting: Creating Optimal Experience for Team Interactions, Integral Leadership Review, November 2016. Jim and Maureen also recorded a podcast.

Christopher, the CEO, walked into a planning session to get his full team on the same page for how to move key initiatives forward for the upcoming year. His leaders were all in alignment on the core purpose of the organization and how to accomplish it. During the discussion, everyone gave unbiased input to move the organization forward, irrespective of personal interest. Christopher was highly skilled at understanding the point of view of all participants and synthesizing the various points of view of his trusted leaders to create solutions everyone could support.

Does this scenario describe your normal business meetings? How is it different?

We want to explore the idea that groups can leverage the skills of individuals across five key perspectives and create an environment in which each participant operates at his greatest level of contribution. We call this the alchemy of co-hosting, whereby the co-host, in conjunction with the participants, invokes a very different mindset and process for the team to function.

The Challenge

“Less than one-third of U.S. employees have been engaged in their jobs and workplaces [since 2000]. According to Gallup Daily tracking, 32% of employees in the U.S. are engaged — meaning they are involved in, enthusiastic about, and committed to their work and workplace. Worldwide, only 13% of employees working for an organization are engaged.” – Gallup

Much of our work is done within teams of highly effective and highly compensated people. We have found that these teams often function at the level of the least common denominator. Many people, especially leaders, move from meeting to meeting all day. They often do this with little awareness of their specific role in the meeting and the value they bring. This is the culture of many organizations. When asking a cohort of vibrancy community members what they experienced in these teams, they suggested that while the participants were generally strong employees with good skills, they were often disengaged, and some actively disrupted the work or found ways to interfere with the meeting goals. In some cases, the participants did this as a passive-aggressive response; in some worse cases, they did it just for personal entertainment. So, what is the antidote to this high level of disengagement considering five key factors other than the highest rank present? How do we capture the highest input level from each person to create a higher level “field” of operation than any individual would have access to by working alone?

The Approach

We look at five different perspectives or measures of intelligence and then explore how the art of co-hosting can leverage all five intelligences of the participants to create an environment that calls forth the greatest possible capacity in the group.

The five perspectives are:

  • Leadership maturity – describes how adults mature throughout their lifespan, attending to ever-increasing levels of complexity in their thinking, emotions, and behaviors
  • State development – describes where people focus their attention, ranging from what is immediately in front of them to what is abstract and spiritual.
  • Years of experience
  • Skill to identify the perspectives in the room
  • Co-hosting skill – the ability to identify the perspectives in the room and create an environment and approach that leverages the maturity, state, and skills of the participants

It is interesting to note that each perspective is important for an organization to create holistic solutions to its many complex challenges. For that reason, it is important to recognize each of these perspectives and be able to identify, recruit, and create environments that genuinely leverage each of their gifts.

Integrating the five perspectives individually allows an effective co-host to create the “container” or space to leverage each to the participants’ greatest potential rather than the traditional lowest common denominator.

Summary

During this era of increased complexity and accelerated need for change, we must identify methods and processes to help us navigate our challenges. Optimally, these methods and processes would create the greatest impact for all involved—creating an optimal individual experience and a holistic solution for the organizations or groups involved.

We believe the solution integrates a solid process that integrates five key perspectives and a presence of being within the co-host to create the desired outcome. Both elements are critical.

We have an opportunity to enhance the experience and the impact we have in trying to solve problems. By building the capacity to co-host and using this process, we increase the probability of solving our most complex problems and enjoying the process. Knowing this is possible helps us regain hope that we as a society can resolve the mounting list of intractable problems we hear of daily on the news.

Authors

Jim Ritchie-Dunham is president of the Institute for Strategic Clarity, a global research nonprofit, president of Vibrancy Ins., LLC, a global consultancy and publisher, president of the private operating foundation the Academy for Self-Discovery Leadership, an adjunct faculty member in Harvard’s program in sustainability leadership, and Adjunct Professor of Business Economics in the ITAM Business School in Mexico City.

Jim authored Ecosynomics: The Science of Abundance (2014), co-authored Managing from Clarity: Identifying, Aligning and Leveraging Strategic Resources (2001), has written many articles on systemic strategy for academic and practitioner journals, and blogs regularly at jlrd.me.

As a student of human agreements, Jim Ritchie-Dunham brings over 25 years of research and insights gleaned from working with groups of all make-ups.  Jim named Ecosynomics, the emerging social science of the agreements that guide human interactions. Ecosynomics provides a framework rooted in economics and the sciences of human agreements that begins with an initial assumption of abundance, not scarcity, and a wider view of the human being.

Maureen Metcalf, CEO and Founder of Innovative Leadership Institute

, is a renowned executive advisor, author, speaker, and executive advisor whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful profitability, growth, and sustainability strategies.

Maureen has published several papers and articles and speaks regularly on innovative leadership, resilience, and organizational transformation. She is the author of the award-winning Innovative Leadership Workbook Series and the co-author of The Innovative Leadership Fieldbook, and she is the winner of an International Book Award for Best Business Reference Book. She is also a regular contributor to Forbes.com.