Best Practices For Confronting Problem People On Your Team  

11 July 2018:

But problem employees are more than a nuisance; they can be a real business liability. Research shows underperformers can reduce the motivation and effectiveness of an entire work group, costing organizations thousands of dollars a day.

And our own research shows that problem employees can negatively impact teams and torpedo the careers of those for whom they work.

So why do we tolerate these bad actors? The simple answer is that confronting them is something not many of us do well, whether we’re a front-line manager or a C-Suite executive. In fact, confronting problem employees ranks lowest among the 16 key leadership capabilities the Center for Creative Leadership (CCL) tracks in its extensive database of competency ratings for leaders around the globe.

The bottom line: It’s time for all leaders – regardless of level – to learn how to confront problem employees and do so effectively. CCL recommends a simple, three-step model for delivering feedback that is fact-based and judgment-free. The Situation-Behavior-Impact (SBI) focuses on referencing specific situations, behaviors and impacts in your communications.

For example: “During today’s financial results meeting (the situation), you interrupted me six times to challenge the information on my slides (the behavior). As a result, I didn’t have sufficient time to explain the strategies we’re going to use to improve next quarter’s results. I’m frustrated that I couldn’t accomplish what I set out to do since this important work needs to begin now.”

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Source: Chief Executive

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