Sadly, I’ve heard plenty of supervisors whine about problem employees and then, by doing nothing, let them spoil the work environment and their careers too. There’s no excuse for this.
Supervisors are responsible for all the apples allocated to them.
Not every apple is crisp and shiny. Some have dark spots from bruises. Others have shriveled from their time in the barrel. A small number are decaying under the weight of the other apples.
So we need to pick through the barrel and:
- Put the good ones in the frig so they’ll last
- Turn the bruised ones into applesauce or pies
- Discard the truly rotten ones
This way we save most of the lot, getting full value from it.
Unfortunately, when it comes to “bad apple” employees, the first inclination by many supervisors is to come up with a plan to “throw them out.”
They use strategies like:
Passing the buck: The supervisor tells HR the employee is simply a bad fit and asks them to find the employee a job in another department.
Building a case: The supervisor starts to “keep book” on the employee, logging every performance and behavioral misstep, negative impacts on coworkers, complaints about them, and “potentially dire consequences” to the company if retained.
Driving them out: The supervisor makes the employee’s life as miserable as possible by either ignoring or constantly confronting them, nitpicking, reassigning work they like, and creating a no-win environment until the employee can’t take it anymore.
In these scenarios there will never be applesauce or pie.
Giving every apple a chance
Remember those bruised apples and the shriveled ones? Part of a supervisor’s job is to preserve them.
Here are some approaches:
Stop using the label: Whether you’ve hired or inherited a” bad apple,” stop using that label to describe him/her. It’s a negative that stokes dislike, fosters bias, and blackens their good points
Get over your dislike: Take your emotions out of the equation. Your job is to direct, correct, motivate, communicate, and provide feedback that will turn unacceptable behavior around.
Focus on actions: Discipline yourself to deal objectively with your employee’s actions and his/her impact on the company and coworkers. What you see and hear is what matters, not what you suppose or interpret.
Insist on improvement: Provide specific feedback on areas of improvement, options for achieving it, and milestones to be met. Create clear accountability for making improvements in work output and relationships, with stated consequences if not attained.
Do what you say: Be trustworthy by delivering on your commitments to support the employee’s improvement initiatives and on the actions you’ll take if they don’t turn around.
Employees who have successfully become bad apples stay that way because they’re getting what they want. Unfortunately, for some, it’s a badge of honor that they flaunt. Some may be bullies, slackers, or malcontents.
The truth is that some of these employees have gotten themselves in a “negative identity” box they can’t get out of. Sometimes it just takes an effective supervisor to do what’s needed to help them get onto a better path.
Consider all the “bad apple,” ” bad actor” athletes who bounce from one team to another, until there’s that one coach who turns them around. There are examples everywhere that supervisors can follow.
Bad apple employees aren’t usually any happier in that role deep down than the supervisors who have to deal with them.
At least make applesauce
It’s easy to look into the barrel, see one rotten apple, and decide to throw them all out. No business can sustain that and no supervisor can justify it. Our job is to get the best out of our employees, recognizing that all of us have flaws that, if ignored, can be ruinous.
We need to deal with every employee in an open and fair way, helping them to realize their full potential. Perhaps they’ll thank you for helping them with a shiny red apple.
Photo from t1nytr0n via Flickr