Managing Problem People (Part 1)

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A brief private chat is usually enough to sort out a subordinate whose work falls temporarily below par. Occasionally, however, you may face serious crisis. A particular subordinate is consistently creating problems. His work falls well below the standards you expect. He is having frequent rows with colleagues, and is disrupting the work of the whole section. Or he has a consistently poor attendance record, for no apparent reason.

Many managers try to turn a blind eye in these circumstances. They hope that matters will improve unaided, that it is all a temporary setback. And in some cases, they may be lucky the problem may indeed solve itself. But there is no guarantee that it will and things may get worse.

Managing problem people is one of a boss's trickiest and least enjoyable responsibilities. But as with all other duties, you had better face it boldly than ignore it. And remember one consoling factor. Almost any action no matter how inadequate it may seem to you at the time is better than non. Your team will see that you know what is going on, and that you are not taking it lightly. Remember also that it is better to act early than late. A neglected problem may turn into crisis. A neglected crisis may turn into a emergency.

How, then, do you deal with a consistently difficult member of staff an insubordinate subordinate?

The first step is to pinpoint the problem. Define exactly what standards you expect of your subordinate, then decide where and how precisely he is failing to achieve these standards. Write it all down if this helps to clarify your thoughts.

As always, be specific. Don't simply put the problem down to personalities, or accuse a person of having the wrong attitude. This may be true, but it gets you nowhere.

Focus instead on your subordinate's actual behaviour. What exactly is he doing that he should not be doing? What is he failing to do that he should be doing? Once you start thinking in these terms, the problem will become more manageable. You have a chance altering the subordinate's behaviour you cannot change his personality. You might come up with something like this:

Johnson consistently arrives late and leaves early a total of three hours of missed work this week. He often simply refuses to do tasks set by his overseer or argues when assigned nonroutine chores, such as inspecting the transport logs. Work he does produce is usually below standard, his stock-control reports never follow the standard format. When asked to redo work, he does it grudgingly and its still often unsatisfactory.

Now, try to identify the circumstances that trigger off his behaviour why he acts in the way he does and what he gains from doing so.

In the example above, Johnson clearly resents being told what to do. Why? The answer may be that he has recently been passed over for an expected promotion. It may be more complicated health problems, domestic anxieties, or the like. You might make discreet inquiries among his colleagues.

The next step is to think out where and how you can intervene to achieve a change. Suppose, for example, Johnson does seem to be smouldering with resentment at failure to gain promotion. Your course is clear: to have a face-to-face talk with him.

Explain in detail why the promotion went elsewhere. Explain, if appropriate, what he can do to improve his chances of promotion next time (but don't make any promises, or you will only be storing up an even greater problem for the future). Listen patiently to his views why he feels he was treated unfairly and answer him carefully and tactfully point by point.

To be Continued guys ..