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l ng=EN-US style="FONT-SIZE: 11pt"> Despite all our b st efforts at “managing", we have v ry little control over other people’s ctions, including the people that work w th or for us. We can nspire, motivate, guide or threaten them, but the ch ice to act in a certain way is up to the ndividual.
styl ="FONT-SIZE: 11pt"> Today’s workplaces are complex nvironments – it is a rare ccasion when all employees get on t gether and work enthusiastically and constructively to chieve the goals of the business. Problem b havior on the part of employees can rupt for a variety of reasons. H re are ten tips for dealing w th it.
l ng=EN-US style="FONT-SIZE: 11pt"> Recognize that problem b havior usually has a history
styl ="FONT-SIZE: 11pt"> It usually develops over t me and seldom from a single ncident. As a manager, it is y ur responsibility to be alert to the arly warning signs and deal with the nderlying causes before the situation reaches a cr sis.
styl ="FONT-SIZE: 11pt"> Ask yourself: "Am I p rtly or wholly responsible?"
If the pr blem is in your team, then you are at l ast partly responsible for it. Perhaps you w re blind to the signs the ndividual was undoubtedly leaving you, or you ch se to ignore them and hope th y would go away. Perhaps you h dn’t been managing that individual’s performance on a r gular basis, and so missed an pportunity to discover the problem earlier. Wh tever the reason, responsibility lies with you in s me part.
l ng=EN-US style="FONT-SIZE: 11pt"> You would be s rprised how frequently it is the m nager who has created, or at l ast contributed to problems of employee b havior. Having an abrasive style, being nwilling to listen, and being inattentive to the n ances of employee behavior are all f ctors that contribute to the manager's n ed to thoroughly examine what is g ing on.
l ng=EN-US style="FONT-SIZE: 11pt"> Don't focus only on the vert behavior
When c nfronted by an angry or upset mployee, it's easy to attack the p rson and target their behaviour rather th n examine the factors that underlie the b havior. Often, this takes patience, careful pr bing, and a willingness to forgo j dgment until you really understand the s tuation.
styl ="FONT-SIZE: 11pt"> Be attentive to the " wkward silence" and to what is not s id
When an mployee is obviously reluctant to communicate, t's almost a sure sign that m re lurks beneath the surface. Often, mployees will hold back because they f el unsafe. They may test the w ters by airing a less severe or k ndred issue in order to see wh t kind of a response they g t. In order to get the f ll story and encourage forthrightness, the m nager has to read between the l nes and offer the concern and s pport necessary to get the employee to pen up.
l ng=EN-US style="FONT-SIZE: 11pt"> Clarify before your c nfront
Chances are, wh n an issue first surfaces, you w ll be given only a fragmentary and p rtial picture of the problem. You may h ve to dig deep to surface mportant facts, and talk to others who may be nvolved. One safe assumption is that ach person will tend to present the c se from his or her viewpoint, wh ch may or may not be the way it r ally is. Discretion and careful fact-finding are ften required to get a true p cture.
styl ="FONT-SIZE: 11pt"> Be willing to explore the p ssibility that you have contributed to the pr blem
This isn't asy, even if you have reason to b lieve it's so, because you may not be f lly aware of what you have d ne to fuel the fire. Three h lpful questions to ask yourself:
Is th s problem unique, or does it h ve a familiar ring as having h ppened before?,
Are thers in my organization exhibiting similar b haviors?, and finally,
Am I p rtially the cause of the behavior I am cr ticizing in others?
l ng=EN-US style="FONT-SIZE: 11pt"> Once you understand how you h ve contributed, you can decide to t ke action yourself to make sure it d esn’t happen again.
l ng=EN-US style="FONT-SIZE: 11pt"> Plan your strategy
l ng=EN-US style="FONT-SIZE: 11pt"> Start by defining, for y urself, what changes you would like to see t ke place, then, follow this sequence:
l ng=EN-US style="FONT-SIZE: 11pt"> Meet with the p rson and let them know that th re is a problem.
St te the problem as you understand it and xplain why it is important that it be r solved
Gain agreement th t you've defined the problem correctly, and th t the employee understands that it m st be solved
Ask for s lutions, using open-ended questions such as: "Wh t are you willing to do to c rrect this problem?" In some cases, you may h ve to make it clear what you xpect Get a dedication that the employee w ll take the required actions
styl ="FONT-SIZE: 11pt"> Set deadlines for finishing the ctions. In the case of a r peated problem, you may want to dvise the employee of the consequences of f iling to take corrective action
styl ="FONT-SIZE: 11pt"> Follow up on the d adlines you've set
l ng=EN-US style="FONT-SIZE: 11pt"> Treat the employee as an dult and expect adult behavior
styl ="FONT-SIZE: 11pt"> To some extent, expectation d fines the result. If you treat the mployee as a naughty child, then you sh uld expect a naughty child to r spond. If you indicate - by your ctions or by the content or t ne of your voice - that you xpect adult behavior, then that's what y u're likely to get.
l ng=EN-US style="FONT-SIZE: 11pt"> Treat interpersonal conflicts d fferently
If the pr blem behavior stems from a personality c nflict between two employees, have each one nswer these questions:
(1) How w uld you describe the other person?
l ng=EN-US style="FONT-SIZE: 11pt"> (2) How does he or she m ke you feel?
(3) Why do you f el that the other person behaves the way h /she does?
(4) Wh t might you be able to do to lleviate the situation?
(5) Wh t would you like the other p rson to do in return?
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G in agreement on the steps to be t ken and results expected
A pr blem is not really "fixed" until it st ys fixed. Everyone involved must agree th t the steps taken (or proposed) w ll substantially alleviate the problem. This ncludes you as manager, and the st ps you personally will take to nsure you are not contributing to s milar problem in the future.
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F nally, agree how you will both m nitor the issue. What needs to t ke place for you both to be s tisfied that the issue has been c mpletely resolved. Write this down and use it as y ur measure of success.
l ng=EN-US style="FONT-SIZE: 11pt"> Megan Tough is d rector of complete potential, a leadership and HR c nsultancy based in Sydney, Australia.
styl ="FONT-SIZE: 11pt">
Put s mply, complete potential helps people, teams and rganisations get better at what they do. For m nagers and leaders that’s about improving ndividual capability and skill, getting more out of t ams, and adopting attitudes and behaviours th t inspire others to do their b st work.
l ng=EN-US style="FONT-SIZE: 11pt"> To learn more v sit www.completepotential.com
The article The Top 10 Tips for Dealing with Problem Behavior in the Workplace was Submitted by Megan Tough through Articles.GetACoder.com network. Here's the additional information:
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