Whether it’s a kind but inept team member or a high-flyer who is toxic with coworkers, learning how to handle difficult employees is a common challenge for leaders.
It’s awkward. And too often, managers or supervisors will:
- do nothing, and hope the issues are self-corrected and resolved with time.
- try to manage around the difficult person because it feels easier than confronting the employee about the issues.
- hint at ways to improve without actually having a difficult conversation about performance issues.
- protect or defend someone who behaves badly but is successful—or congenial.
- delay dealing with the difficult employee, with the excuse that they won’t find a qualified replacement or that they’ll just give “one more” chance.
The reality is that ignoring issues rarely works, and one difficult employee can spoil workplace culture and recruiting efforts. If managers don’t take action, bad behaviour usually worsens.
Waiting for performance to improve fails
Leaders need to learn how to handle difficult employees effectively.
Bad behaviour or sub-performance affects the whole team and can ripple through the organization, disrupting teammates, draining energy or slowing down work processes. Some will feel that bad actions are acceptable and follow suit, while others feel disgruntled and discouraged by what they perceive to be double standards.
With every week that poor behaviour or sub-standard performance is left unchecked, it becomes normalized and part of the culture. The result? Team morale suffers and productivity decreases.
Frequently, managers ignore or neglect dealing with the difficult employee until things are so tense that other team members raise concerns, HR gets notified or upper management realizes there’s a problem and steps in.
Remember that a manager who fails to hold team members accountable is also underperforming.
What to do when there’s a problem
Rather than waiting, effective managers take action when they identify issues.
Every situation is different. Consider these scenarios:
There’s an under-performer who is well-liked by everybody and has a great attitude—but lacks the aptitude and skills to improve.
A high-performer is exceptionally skilled and talented—but has a terrible attitude, bullying coworkers and undermining your authority.
A previously diligent worker is suddenly unreliable, tardy and insubordinate.
To inform your next steps, ask yourself these questions:
- Do they have the proper training and tools to do their job?
- Does their role align with their natural talents and work experience?
- Who supports them currently?
- Are other folks in the same role or circumstance successful?
- Do they have anyone coaching or mentoring them?
- Can I develop this person’s skills enough to help them improve and meet performance expectations?
- Are they teachable or defensive—or indifferent?
- Do they take accountability or blame others?
- Are there other circumstances (addiction, family struggles) that could be affecting their performance?
This information helps when you have a performance conversation with the employee.
Finding a way forward
While many leaders and managers hesitate to talk with employees about performance issues, it’s important to take steps to align behaviour and performance to mutually-agreed expectations.
Focus on facts (observed behaviour and measurable performance gaps), not emotions or your own frustration with the situation. But, at the same time, be clear about the negative effect their performance or behaviour has on you, others and the organization.
Once you’ve had this essential conversation, it’s time to help the employee improve. Here’s how to handle difficult employees through correcting and coaching:
1. Define the gap
This is about defining what is acceptable and what needs to change so that the employee is clear about where things stand. What are they doing (or not doing)? What is the goal?
2. Create an action plan
A plan for improvement should include clear, measurable goals and objectives. The employee should participate in the discussion about how to achieve these goals; you as the leader or manager will set out expectations, the timeline and accountability.
3. Ensure clarity
Keep communication clear about job responsibilities, how performance will be measured, what consequences will occur if expectations aren’t met and what the outcome is if they are met.
Then, going forward, have regular check-ins and coaching conversations with the employee. Give effective feedback that is timely, accurate and proactive. As important as it is to raise concerns about missteps quickly, it’s equally important to note progress and growth.
The goal is to bring the employee into the team’s rhythm rather than managing around them.
Practical conversation scripts to address difficult employees
The intention when speaking with a difficult employee is to be direct, factual and fair. It’s vital to protect the team member’s dignity and to maintain professionalism.
Here are some example scripts that could be helpful (note these are numerous examples — for various scenarios; they’re not meant to all be used with the same person, and other than the first statement being first, they don’t have to be in this order):
1. Opening the conversation
Set the tone for a calm discussion about facts.
Thank you for meeting with me today. I want to have a conversation about some concerns I have and make sure we’re on the same page about expectations. I want to clarify where we are so we can move forward successfully.
2. Addressing consistent under-performance
Stay calm and factual, not accusatory.
I’ve noticed that in the last month, there have been consistent errors in the financial reports you prepare. For example, the report for marketing had a significant error that was caught just before publication to stakeholders. Then, the report for the sales team to present to investors had a mistake that needed to be fixed. I’d like to talk about what’s affecting the quality of these reports and how we can get back on track.
3. Discussing toxic or disruptive behaviour
Share what has been observed.
I’ve noticed a pattern of behaviour with other team members that I’d like to address with you. When you share feedback with coworkers, it comes across as rude and dismissive. For example, in last week’s team meeting, you interrupted Jade and ridiculed the points she raised. Then, when Manjot had an update, you made snide comments and laughed. As an organization, we want everyone to feel heard and respected. Let’s talk about how you can share your perspective in a more constructive way.
4. Clarifying expectations
Be clear about standards and accountability.
To make sure we’re aligned, I’d like to talk about what success in your role looks like. This includes meeting deadlines, maintaining positive team interactions and building relationships with new clients. I’m going to outline what metrics we’ll be measuring and how we’ll check progress each week.
What do you need to do, and what would you need from me, to achieve these metrics?
5. Starting to take corrective action
Define the boundaries and consequences.
We’ve talked about this issue before, and there is still no improvement. You cannot continue to miss deadlines and behave unprofessionally with other team members. I need to see immediate improvement—or we’ll need to move to formal corrective action. What is holding you back from meeting these expectations?
6. Inviting the employee to share in problem-solving
Encourage ownership.
Can you share your perspective on this with me? What do you think contributes to the challenges you are having? I’d like to hear your thoughts. I’d like to work out a plan with you that sets you up for success going forward.
7. Following up after improvements
Reinforce progress and accountability.
I’d like to acknowledge the improvements you’ve made since we last spoke. In particular, I noticed that you haven’t missed any client meetings and you met the project deadline. What’s working for you? What do you need to solidify this new successful approach?
8. Holding someone accountable
Address ongoing issues.
I have noticed some of the old patterns we’ve been working to correct. What has changed or is blocking your progress? This isn’t meant to be punitive. I’d like to help get you back on track.
9. Creating an action plan
Encourage collaboration.
Let’s set some specific goals to keep this momentum going. What steps do you think would help you meet expectations? I’d also like to make sure we can determine realistic metrics to measure success.
10. Discussing next steps when change doesn’t happen
Stay calm and factual.
We’ve discussed the organization’s expectations for this role several times. Despite coaching, training and other supports, we don’t see the sustained development that is required for this role. We need to move forward with formal steps.
Protect the health of your team
By directly addressing under-performers or other team members with difficult behaviours, you’re helping them to adjust course and have the opportunity to improve. But that’s not all.
Tackling these situations swiftly also benefits all team members. Taking action protects your team and the organization by restoring productivity and ensuring the health of the workplace.
Don’t manage around a difficult employee. Manage them by having the essential conversations, setting boundaries, creating action plans and holding them accountable with the support required to help them improve.
Coach’s Questions
What poor behaviours from staff have you not addressed? What support or resources would help you handle a difficult employee more effectively? What do you need to change for yourself?
