By Adrianna Berlescu

In a perfect world, every employee would be enthusiastic, efficient, easy to get along with, and extremely self motivated. Unfortunately, this is not a perfect world, and you are probably not a perfect hiring manager; there are bound to be a few bad apples that slip through the interview process. While organizations thrive on the diversity of employees’ (sometimes conflicting) personalities, one person with a poor work ethic or disruptive behavioural tendencies can affect the morale of everyone around them; including management.

Most managers will be faced with the insubordinate subordinate at some point throughout their career. Some are manipulative, some are aggressive, some are hostile, and some encompass all of these difficult characteristics and top it all off with a martyr complex. These employees, if mismanaged, can be a serious drain on your resources, energy, and even your ability to do your job effectively. There are many managers who have even sought out another job to avoid dealing with a problem employee.

Manage them, it’s your job!

The easiest way to “deal” with conflict is just to avoid it. Too many managers take the path of least resistance and try to steer clear of problem employees all together. Circumventing someone with a bad attitude is a sure fire way to escalate the problem. If left to his or her own devices, an employee with a bad attitude can reduce the productivity of the entire office, and prevent you from completing your job effectively.

Nip the Problem in the Bud

Before attempting to deal with the behaviour, try to determine its cause. Is the employee overwhelmed and having a difficult time completing tasks? Might the problem be that the employee has some personal issues that are creating problems at work? Or could the behaviour be a reaction to something you’re doing...

Communicating effectively with this employee is the only way to determine how to go about changing the problematic behaviour. In fact, lack of communication may actually be the root of the problem. Employees tend to act out when they don’t feel they are getting enough instruction or recognition for their work.

Start providing problem employees with a lot of feedback for both their bad behaviour, and their good behaviour. Feedback should be presented without being aggressive or confrontational, and at a time when you can see that the employee is not visibly stressed or frustrated. While providing negative feedback you must outline clearly the consequences the employee will face should the behaviour continue.

The Best Defence is a Good Offense

In addition to increasing the level of communication, and providing useful feedback to the employee, you may want to take some steps to disarm the employee before outbursts occur.

Don’t Fight Back

Difficult people enjoy conflict, by aggressively confronting aggressive behaviour; you’re going to see hostile results. Focus on listening to the employee. Chances are the behavioural problems are occurring due to frustration. Do not interrupt, and try to understand where they are coming from. Be sure to ask questions and clarify anything that seems ambiguous.

Focus on the Problem, not the Person

Focus on the actual problem, attacking an employee’s personal characteristics is not only unprofessional, but it will cause the employee to retaliate. You’ll both lose sight of the topic at hand and put too much focus on the personality clash. The only result will be failing to find a solution for the original problem, and cause even deeper underlying resentment. Once you’ve confronted the problem, let it go and move on; holding a grudge will just increase the stress in both parties.

Use “I” Language

Discuss how the behaviour affects you and your work. Do not force blame, yell, or place fault, just state that you are unable to properly do your job when your employees do not do theirs. Focus on the cause and effect relationship of the situation and attempt to find a resolution. Say what you have to say quickly and do not repeat yourself, then ask for feedback from the employee. Requesting feedback assures the employee that you are interested in their input, which can open the lines of communication.

Don’t be Afraid to be Funny

The ability to use self depreciating humour is very indicative of high emotional intelligence. This type of humour can quickly diffuse a situation that is about to erupt. People subconsciously feel more connected to someone they perceive to have emotional intelligence; a good connection may be the key to permanently calming an employee with an attitude problem.

If you’ve tried everything in your power to effectively manage the behaviour problems and the situation still seems hopeless, start documenting the behaviour and provide consequences accordingly. If the situation really becomes unmanageable you’ll need the proper documentation in order to legitimately let the employee go.