Mc connell pp_ch22

© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell


Chapter 22

Managing Difficult EmployeesManaging Difficult Employees


A MATTER OF ATTITUDE

Most of the time the employees who cause

supervisors their greatest frustrations are

not the incompetent ones.

The problem ones are the people who

exhibit an attitude problem: a bad attitude,

a poor attitude, a negative attitude, etc.


Negative Attitudes May Show In:

Low or diminishing productivity High or increasing error rate Repeated minor violations of rules Lack of team spirit or lack of

cooperation Public criticism of the organization Periodic threats of resignation Chronic resistance to change


Chronic Complaining

Potentially harmful instances:

(1) when the complainers badmouth the

organization in the presence of patients,

visitors, clinicians, or other customers

(2) when the complaining starts to affect

the attitudes and performance of others.


Negativists

Negativists can often be hard workers

who are competent, productive, and

even loyal but who harbor a bleak

outlook toward most things and people.

The negativists lack excitement in life

and lack enjoyment at work


Know-It-Alls

These individuals want you to recognize them as superior.

They try to maintain control by accumulating large bodies of knowledge.

They are condescending if they know what they are talking about.

If you object to what they say, they take it as a personal affront.


The Uncooperative Silent Ones

These are people whose silence is rooted in

fear or suppressed anger.

Silence may be preceded by normal

conversation until a sensitive area comes up.

You are likely to encounter this glum silence

during counseling or disciplinary sessions.


Super-Sensitive Employees

Super-sensitive employees take offense at

whatever they perceive as a put-down.

They are especially sensitive to criticism.

Handle the super-sensitive persons with care,

but do not be manipulated by their reactions.


Moody People

Chronic moodiness or a markedly

depressed state calls for professional

help.

Do not flood these folks with

sympathy, this may prolong the moods

or lead to the martyr syndrome.


Jealous Coworkers

Jealousy is common when employees compete

for pay, promotions, or recognition.

Frustrated people may try to undermine your

position or turning others against you.

Tell the offending individual to bring his or her

complaints to you and you alone.


Gossips

A little benign gossip is harmless, but

when character is attacked or

misinformation is spread that affects

work or morale, something must be

done.

Gossips want attention, so supply it in

healthy ways.


Incessant Talkers and Socializers

Break up the little group discussions in the

corridors.

Give the verbose ones extra assignments.

When they learn that too much talk and too

little work result in extra assignments, they

will usually modify their abuse of time.


Employees of Questionable Appearance

Be careful how you deal with

employees whose appearance—that

is, matters of dress and grooming—

you personally do not like and of

which you disapprove.


Employees of Questionable Appearance

Is this person’s appearance likely to offend customers or interfere business?

Does the individual’s appearance violate any policy or rule?

Is there a safety hazard involved?

If answers to the foregoing are all No, do nothing.


Hostile People


Dealing with Sherman Tanks

Hear the person out without

interruption. Hold your ground. Do not

permit physical intimidation

Maintain eye contact.

Hold yourself erect; a relaxed posture

invites aggression.

Do not counterattack.



When the individual starts repeating

what has already been said, break

in and deliver your reply.

Each time you are interrupted, call

the person on it.

Be tentative or noncommittal.



Focus on solving the problems that

brought you together.

When the complaints you are hearing

are legitimate, apologize and move on

to solutions.

Do not put up with offensive language.


Exploders

The anger of Sherman Tanks is

largely contrived and under their

complete control, while the anger of

Exploders is real. They are partially

to completely out of control.


Dealing with Exploders

They can sometimes get physical, so handle them with care.

Coping with Exploders is a matter of helping them regain self-control.

Listen carefully for what set the person off—a “hot button” or emotional trigger—and what it is that the person wants


Dealing with Exploders

Never become involved in verbal

boxing matches in which accusations

or threats swing wildly back and forth.

Do not try to explain complicated

matters while the person is upset.

Never take personally what is said to

you in fits of temper.


Snipers

Like Sherman Tanks, Snipers would

like to be in control; however, they

lack the necessary boldness. The

weapons of the Sniper are sarcasm,

snide remarks, and sick humor.


Dealing with Snipers

Your goal is to bring Snipers out into

the open and blow them away.

Stop what you are doing or saying and

call the person on what was just said.

Snipers do not function well in one-on-

one situations; their camouflage is

missing.


Passive-Aggressives

Passive-aggressives are

manipulators who pretend to be

helpless while they infuriate their

superiors and associates.


Dealing with Passive-Aggressives

You are not likely to change the personality of the passive-aggressive,

insist on behavior that meets your expectations.

Do not accept their excuses, and never give them the satisfaction of witnessing the anger or frustration you feel when they upset you.


Caution is in Order

Use “labels” only to guide your

thinking concerning certain

behaviors and how to react to them.

Never apply a label directly to an

individual in speech or writing.

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Mc connell pp_ch22

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