Confronting the Employee Attitude Problem | Help for Supervisors

I wrote this post in March 2010 and it has enjoyed the highest number of page views. I realized that during my blog site switchover that searchers were having difficulty locating it. So it seemed like a good time to re-post it with a revised title.

employee attitude472_-3A supervisor’s nightmare—the employee with a “problem” attitude. Makes you feel like you just drew the Old Maid card.

What to do? You have an employee with a personality, work style, or temperament that is driving you crazy or aggravating others, making it harder to get the work done. And you don’t want to fire.

Performance appraisal is how supervisors save us from ourselves. 

Good supervisors use appraisal to teach and guide. Most employees with attitude issues aren’t aware of any problem: it’s just their way.

You know you’ve got an “attitude” problem employee when these things start to happen:

  • Peers would rather do a job alone than work with him/her
  • Discussion at a meeting goes dead when he/she speaks
  • S/he insists that work be done his/her way or hoards work
  • Direction is always questioned
  • S/he consistently criticizes, competes with, or dismisses the work of others

Each of these situations points to an attitude that needs defining. Where to start?

Connect “attitude” to observable behaviors that impact productivity.  

The first step in dealing with “attitude” issues is to demonstrate how the employee’s behavior is affecting the work. Here’s how you prepare:

  • Observe and take notes of specific instances (about 6) where the attitude was obvious.
  • Make a list of the impacts you saw, like defensiveness from others, resistance, stalled decisions, or delay.
  • Determine specifically how these impacts will affect the output of your work group.

Next meet with the employee to talk about their performance to date and your intention to coach them to improve:

  • Raise the attitude issue by sharing your recent observations, naming the dates and situations.
  • Explain what you observed and ask them to offer their perspective.
  • Be specific about the current and future impacts of their “attitude” on the productivity of the group.
  • Ask what they are willing to do to improve and how you can help them.

Raise the stakes and engage the employee in orchestrating his/her own change. 

Most of us don’t change unless there are negative consequences that we can avoid by doing things differently. The more we want to make a positive change and reap the rewards, the more invested we are in the work we need to do.

At this point, explain the next steps to the employee:

  • Together agree on a performance goal(s) for the balance of the year focused on the “attitude” change that needs to be made
  • Require the employee to write and submit a plan of action to achieve it
  • Establish how this change will be evaluated

Gather direct feedback from peers and internal customers. 

Nothing gets our attention more than knowing what others are saying about us, especially in the workplace. So here’s what you can do:

  • Develop 5-8 questions with the employee to be asked of their internal customers, focused on their approach to getting work done.
  • Identify 8-10 peers and internal customers that the employee will ask to answer those questions.
  • Develop a process and timing for collecting the feedback and submitting it confidentially to you.
  • Explain that, as the supervisor, you will also ask 8-10 people to respond.
  • Compile the feedback. Discuss summarized findings with the employee.
  • Reset his/her goals and strategies to improve.

If you are cringing about the effort this takes, I understand. But if you’ve ever fired anyone for poor performance, you know that the documentation, meetings, and general agony of that process make this look like a vacation.

The first pass at this requires the most work. The next time is much easier. How you handle your first “attitude” problem will gain you enormous credibility with your employees. It’s an approach that demonstrates your commitment to helping employees succeed. Being business fit means taking the lead when the chips are down. This is one of those times.

What kinds of “bad attitudes” have you witnessed in the workplace? How were they handled? Any ideas to add? Thanks.

Photo from Freedigitalphotos.net

If You Can’t Execute, Job Knowledge Gets You Nowhere.

Knowing is easier than doing. It remains internal until we make it external by showcasing it, putting it into practice, and owning it. 

There are lots of reasons why we don’t immediately put new knowledge and untested skills into practice like: 

  • Not knowing how or when
  • Being afraid to goof up or look stupid
  • Lack of self-confidence
  • Laziness or lack of commitment
  • Unwillingness to own the outcome 

Our careers go nowhere unless we deliver results, outcomes, and achievements where we work. Not doing matters, big time! 

Right action v. wrong 

Sadly, there are plenty of employees who side-step action when they can. I’m sure you know coworkers and/or managers who: 

  • Argue that there’s not enough data to make a decision—ever
  • Let problems fester and never intervene
  • Won’t act without approvals from higher-ups
  • Can’t/won’t put skills training into practice
  • Avoid connecting the dots 

The fallout from all this inaction is often, counter-intuitively, dead-end action. Everyone suddenly gets very busy. There are lots of meetings, emails, phone calls, texts, and scurrying about, all hours of the day and night. 

Most of this action is about pushing information around from one person to another, keeping everyone in a loop that likely takes them all nowhere. 

We are branded by the results we produce. It’s what differentiates us when we are candidates for a promotion or for a job with another company. Each career move is driven by what we’ve done so far with what we know.  That means we need to do plenty of the right stuff. 

Knowledge first 

Knowledge is the essential starting point. If it weren’t, then schooling wouldn’t be central to getting hired.

What we learn from trainers, coaches, book authors, bloggers (like me), and talking heads is mostly concepts and methods. The actionable part of what they teach is in their wheelhouse, not ours. 

It’s no easy trick to take new knowledge or skills and, by ourselves, figure out how to use them effectively. We’re usually flying blind. 

So our choices are to: 

  • Take a shot anyway, hoping we won’t make matters worse, or
  •  Crawl back into our cubicle, risking nothing 

Unless there is a compelling reason for us to stick our necks out, we’ll too often choose option two. 

Supported action second 

I’ve been through this as a manager and with clients as a coach/consultant. You can read all the books about how to monetize a blog, attend conferences about becoming a break-through leader, and participate in multiple training programs on effective supervision, but until you execute the concepts and practices, you haven’t created any new outcomes. Your brand remains as it was. 

It’s a rare person who can transfer knowledge into action on their own. It takes a lot of insight into the: 

  • way we work and lead
  • dynamics of our work situation
  • complexities of processes
  • cross-functional implications of decisions
  • work group’s tolerance for change 

We need trusted people who know how to operationalize the knowledge we’ve added to our toolkits to help us. 

The best thing you can do for your career is to seek help from a respected advisor who has a stake in your success. That may be your boss, a mentor, or even an outside coach (someone who has been in your shoes). 

Execute your plan. 

Plans keep you focused on action. Hold yourself accountable for getting results from the knowledge and skills you’re building: 

  • Write down the results that you will achieve for the balance of the year
  • List  the steps you’ll take
  • Name the support person you’ll turn to for advice 

The ultimate measure of your business fitness is your ability to make things happen for your company and yourself. Turn knowing into doing and reap the rewards. 

Photo from thievingjoker via Flickr

The Employee Attitude Problem | What’s a Supervisor to Do?

A supervisor’s nightmare—the employee with a “problem” attitude. Makes you feel like you just drew the Old Maid card.

What to do? You have an employee with a personality, work style, or temperament that is driving you crazy or aggravating others, making it harder to get the work done. And you don’t want to fire.

Performance appraisal is how supervisors save us from ourselves. 

Good supervisors use appraisal to teach and guide. Most employees with attitude issues aren’t aware of any problem: it’s just their way.

You know you’ve got an “attitude” problem employee when these things start to happen:

  • Peers would rather do a job alone than work with him/her
  • Discussion at a meeting goes dead when he/she speaks
  • S/he insists that work be done his/her way or hoards work
  • Direction is always questioned
  • S/he consistently criticizes, competes with, or dismisses the work of others

Each of these situations points to an attitude that needs defining. Where to start?

Connect “attitude” to observable behaviors that impact productivity.  

The first step in dealing with “attitude” issues is to demonstrate how the employee’s behavior is affecting the work. Here’s how you prepare:

  • Observe and take notes of specific instances (about 6) where the attitude was obvious.
  • Make a list of the impacts you saw, like defensiveness from others, resistance, stalled decisions, or delay.
  • Determine specifically how these impacts will affect the output of your work group.

Next meet with the employee to talk about their performance to date and your intention to coach them to improve:

  • Raise the attitude issue by sharing your recent observations, naming the dates and situations.
  • Explain what you observed and ask them to offer their perspective.
  • Be specific about the current and future impacts of their “attitude” on the productivity of the group.
  • Ask what they are willing to do to improve and how you can help them.

Raise the stakes and engage the employee in orchestrating his/her own change. 

Most of us don’t change unless there are negative consequences that we can avoid by doing things differently. The more we want to make a positive change and reap the rewards, the more invested we are in the work we need to do.

At this point, explain the next steps to the employee:

  • Together agree on a performance goal(s) for the balance of the year focused on the “attitude” change that needs to be made
  • Require the employee to write and submit a plan of action to achieve it
  • Establish how this change will be evaluated

Gather direct feedback from peers and internal customers. 

Nothing gets our attention more than knowing what others are saying about us, especially in the workplace. So here’s what you can do:

  • Develop 5-8 questions with the employee to be asked of their internal customers, focused on their approach to getting work done.
  • Identify 8-10 peers and internal customers that the employee will ask to answer those questions.
  • Develop a process and timing for collecting the feedback and submitting it confidentially to you.
  • Explain that, as the supervisor, you will also ask 8-10 people to respond.
  • Compile the feedback. Discuss summarized findings with the employee.
  • Reset his/her goals and strategies to improve.

If you are cringing about the effort this takes, I understand. But if you’ve ever fired anyone for poor performance, you know that the documentation, meetings, and general agony of that process make this look like a vacation.

The first pass at this requires the most work. The next time is much easier. How you handle your first “attitude” problem will gain you enormous credibility with your employees. It’s an approach that demonstrates your commitment to helping employees succeed. Being business fit means taking the lead when the chips are down. This is one of those times.

What kinds of “bad attitudes” have you witnessed in the workplace? How were they handled? Any ideas to add? Thanks.