Overcoming Difficult Employees Through Understanding Perspectives
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Overcoming Difficult Employees Through Understanding Perspectives
- 2. James H Scholes @Wonderfultastic · 08 Feb 2017 Disgruntled/misunderstood? Try asking someone why they are disgruntled & not assume. You may be the first to care enough to ask; try & see! James H Scholes @Wonderfultastic · 16 Mar 2017 •What I perceive I project, what I anticipate I create, is your expectation of the day positive? You create the atmosphere you live in! James H Scholes @Wonderfultastic · 07 Feb 2017 Have you ever met anger with kindness? Hate with compassion? Fear with trust? If yes I bet you earned a lifelong friend, if no a new enemy. James H Scholes @Wonderfultastic · Feb 2017 When asked "how are you" there is great opportunity to set a positive tone for the rest of the interaction... do you seize it?!!! James H Scholes @Wonderfultastic · 16 July 2017 Life is a series of events. You can blindly take them as they come or anticipate, plan and cause your own events which you control! Choose! James H Scholes @Wonderfultastic · 09 Feb 2017 When u meet someone new, do you look for reasons to like them or reasons not to? That tells a lot about your presets. Only you can change it
- 4. Different = Difficult? • What does perspective have to do with employees labeled difficult? • The employees perspective: What do you think is the employee’s perspective when it is a negative employee? • The management perspective: What is management’s typical impression of a difficult/negative employee?
- 8. Different = Difficult? … •Does the way an employee behaved all year or even better yet, their reputation you heard of before you got there affect your perception? •Are you reluctant to see or even expect change due to past experiences? •SOMETHING HAS TO CHANGE!
- 9. Different = Difficult? … • A real story. Buddy – UPS Aircraft Maintenance Mechanic Buddy was Jim’s new “worst employee” … - Why so labeled.
- 10. Different = Difficult? • So what did Jim’s smart comment back do? • Was there an expectation now of things aren’t the same… on a small scale? • Kurt Lewin’s change model
- 11. Different = Difficult? Management perceived him as their biggest obstacle to getting work done timely and without negativity. -Do we typically think this person type can change? -Do you try discipline, i.e.: negative motivation? -Have you ever just asked what led them to be this way? - Is anyone’s goal to be miserable going to work?
- 12. Different = Difficult? Management Action and Employee Action required…
- 13. Different = Difficult? Management: In a situation like this: -We should challenge management to give some time and agree to some pretty out there (I hate “out of the box”) ideas. In this case we told them they had nothing to lose, because, from what they described, he was about as bad as they get. -Then talk to the employee… about what?
- 14. Different = Difficult? Employee -Like I asked Buddy, you could ask “can we talk” -We need to get some common ground: “You know Buddy, I understand where that comes from.. Come on, we are going to lunch”
- 15. Different = Difficult? Lunch conversation: We set expectations that someone is finally asking what the employee’s perspective is and get at the cause rather than treating the symptoms. Tell them you really want them to open up and not speak in accusations “they are stupid” but in factual comments of why the employee is not happy/satisfied.
- 16. Different = Difficult? What to do with the difficult employee… •Acknowledge they can’t enjoy their jobs in this “mood” •Ask “so what things led to this?” •The employee will be vague… so what do you have to do?
- 17. Different = Difficult? What to do with the difficult employee… •We don’t want to “parrot” them but we do want to make sure they know we heard them AND to know we heard them correctly! •Why?
- 18. Different = Difficult? What to do with the difficult employee… 2 reasons: 1.They will perceive understanding … maybe for the first time in a long time by management. 2.You are doing a listening check on yourself, did you hear them correctly.
- 19. Different = Difficult? What to do with the difficult employee… •Give them management’s perspective: Be brutally honest: Buddy, you are perceived as chronically complaining. Can YOU see that? •Challenge them… how?
- 20. Different = Difficult? What to do with the difficult employee… • What plan do you present to management in this situation? 1.Hold him accountable and tell him to work or be written up? 2.Give him a raise? 3.Put him in charge of a committee for feedback to management? 4.Give him a new title? 5.All the above?
- 21. Different = Difficult? What to do with the difficult employee… • # 3 •Formed a committee of 3… guess who was “ •Criteria for committee: (management next) •Monthly feedback session (with pizza) to management of 3-5 ideas accompanied by suggestions on how to implement them, to address concerns, safety, processes or any ideas they had to improve the gateways. I thanked them.
- 22. Different = Difficult? What to do with the difficult employee… •Management’s piece: •Responsibility to review monthly, provide feedback which would include any actions taken or planned due to the feedback, any rationale why it could not be addressed (annual budget didn’t include funds, etc.) and most importantly acknowledge the ideas and thank them for them.
- 23. Different = Difficult? What to do with the difficult employee… Why put your “Buddy” in charge of the committee?
- 24. Different = Difficult? What to do with the difficult employee… • We did have rules for the committee… • Duration of meeting • Who picked team • What else?
- 25. Different = Difficult? What to do with the difficult employee… •There is accountability from Buddy and Management •Goals of your peers.
- 26. What was the outcome of this true story?
- 27. Different = Difficult? • What lessons do we learn from this?
Notes de l'éditeur
- [-02/07/17 quote, should that be “not” instead of no? - 02/09/17 quote, should it say “presets”?]
- KC: Millennials make up 40% of the American workforce and some may be in denial but Millennials are defined as age 18-34 years old. I was one of the people in denial. I’m KC Cruz and as a growing professional from industry to industry, I’m passionate about life and the lives of others. I stand here with Jim addressing the different perspectives in dealing with difficult employees, gain new approaches to engage people, and identifying the cause of what makes the employee difficult.
- KC: -21% of Millennials quit their job in 2015. We’re disengaged. We question if we are directly making an impact or influence in our workplace or in the world. We are constantly looking how to grow, how can we do that if the managers leading us are not inquiring that themselves. Millennials inquire of management “what are your goals” and are surprised by the number that have a blank stare and no plans. Jim: Employees: Management is stupid? They don’t care? Management: Trouble maker, no good, stupid, don’t care? Really? According to each the other doesn’t care.
- Amazing, right? True? Depends ….
- It depends on how you read the first statement. Can the Antelope jump OVER a house? No, but it said the Antelope can jump higher than a house. Add the word “can”: An antelope can jump higher than a house… can.” So, you have heard, perception is in the eye of the beholder, right? How about perception is in the interpretation of the beholder. Why do people perceive things differently? Background Upbringing Education PAST EXPERIENCES KC: We grew up watching our parents work the bare minimum of 40hrs a week and stress levels raise. We also grew up trying everything and overloading our schedules. & in a new world with technology growing and in the most connected generation, and everything we’ve experienced up until this moment is still your past.
- KC: For some of you, this may be your first position with this company, this maybe a whole new industry. Regardless of your title, think of an experience where you believed a person was being difficult and they could not possibly change Jim : Did they do it immediately or after seeing something different? No doubt they were the same difficult employee in that new manager’s early assignment over them.
- What was different than this screen with the manager’s they changed for? KC: Managers millennials and younger generations respect are those they perceive to listen and act. They care about my goals and plans and have a vision themselves. Jim: This is not generational, it leadership.. Leader versus manager: Managers manage by title, leaders lead by respect.
- The story of Buddy. How we “met” Constant complainer Perceived as negative, lazy, mean, difficult, unloyal “Ah it’s just Buddy” Discipline didn’t work. (FAA regs…) Worst on-time departure record in aircraft maintenance “gateways”
- KC: Kurt Lewin’s Change Theory -Unfreeze Stage: Old behavior need to be unlearnt before new behavior is successfully adopted. ( Change can only happen at the group level)
- KC: Repeat key elements of prior point of manager’s not having a clue. (Ineffective meetings about smiling more vs. goals in growing personally and at an organizational level.) Are people quitting the company or quitting a manager?
- Audience asked: What was the lunch about?
- KC: Because we’ve already established that people are listening from their past experiences, it’s important to listen to them without adding those filters. The conversation would only be effective if it is only based on ‘what is SO’ with the situation.
- Jim: Ask for their cooperation, and to give it one last full effort try…let them know management will be asked similar.. KC: Put their happiness and lives at stake…the outcome really is that severe
- KC: Kurt Lewin’s Movement Stage: Participants identify the plan, address any restraining forces.
- Audience participation
- KC: Refreeze Stage: Changes are implemented and constantly evaluated.
- KC: Key component in the Refreeze Stage of Kurt Lewin’s Change Theory is that commitment and motivation are required by everyone.
- Golden wrench/bonuses/ recognition/SMILES/ and I got assigned another “special” case…