It’s
been said the only way to fix a bad attitude is through psychotherapy, religion
or brain surgery. But it’s a rare
manager who is a shrink, a minister and a neurosurgeon.
Still,
every manager needs a strategy to deal with this constant drag on employee
attitudes.
The
stakes are too high to just let things slide.
Looking for answers – 4 key
questions
So
what’s to be done? The experts say managers should move away from the vague
“bad attitude” discussion to the hard facts of employee behavior.
The
key questions:
- What’s
the impact of the employee’s behavior?
- How
do the person’s actions differ from the standards set for overall employee
behavior?
- What’s
the effect of this individual’s behavior on the people who work with him/her?
- If
this person acted according to our accepted standards, could it make a
difference in morale and productivity?
Managers
should identify the actions of negative people – and make it clear those
actions will no longer be tolerated.
Handling tough conversations with
acidic employees
Managers
need one-on-one coaching sessions to cover these points:
Acknowledge the awkwardness.
Managers can let employees know they’re providing feedback that’s difficult to
discuss. It’s only human to feel that way.
Keep it results-oriented.
A phrase like “I’m bringing this up because it’s important you address this
issue to be successful in your job” is helpful.
Accentuate the positive.
It’s a good idea to highlight the good things that are likely to happen when
the person changes the disruptive behavior. On the other hand, if the person
remains defiant, stressing the negative outcome if the person’s attitude
doesn’t change can be effective, too.
Suggestions for handling the
confrontation:
- Be specific about what you want.
Managers should try to gather specific examples of negative things the employee
has said in the past, and use those in the discussion for clarity.
- Let people rant … a little. Once a manager has gotten through discussing
the specific behaviors, it’s likely the other person is going to feel the need
to blow off steam and maybe even mount a defense.
- Try to use “we.”
Work to get across the notion that the issue is a problem for everyone
concerned. A manager can start by saying “We have a problem” or “We need to
change.”
- Avoid overusing “you.”
The constant use of the word you, as in “You have a bad attitude and everyone
knows it” is an invitation for a fight. Instead, try “We need to talk about
your attitude.”
- Avoid “however” and “but.”
Some managers believe that if they lead with a compliment, it’s easier to wade
into the problem. Consider substituting “and” for “but” and “however,” and the
conversation is likely to go smoother
- Don’t feel as if you have to fill
the silence. In a tense situation a manager may be
tempted to fill every gap in the conversation. Don’t. Stay silent when there’s
a lull. Obligate the other person to fill in the silence.It’s surprising the
amount of information a manager can get without ever asking a question … just
by remaining silent.
Sources: www.hrmorning.com