Your most valuable resource and sometimes your biggest headaches
As an owner, manager, or leader of any organization, dealing with your problem people effectively is one of your most important functions.
In smaller organizations, the problems may seem easier to manage; however, as an organization grows, so does the complexity and difficulty of leading your people. Learning how to deal with problem people is one of the most challenging skills for a leader to develop as you become the focal point for everyone.
Leading people is a learned skill. I have never met anyone who was a “born” leader; fortunately, leadership skills can be learned. Additionally, having a mentor helps, and even making mistakes helps. Being an effective leader means developing the ability to solve problems outside of the organization and internally. Dealing with people’s problems, issues, and concerns is fraught with “go/no go” pitfalls that can seriously affect you and your organization. You will come to appreciate; however, the more you successfully resolve issues, like exercising, the better your decisions will become.
First, appreciate some ground rules for solving people’s problems. Dealing with problem people in your organization will require intervention as these situations seldom improve with time. I suggest you deal with your people’s issues early. Depending on the problem scope, you may allow your people to try to resolve their issues among themselves; however, be ready to become involved if necessary or if you are asked.
Many leaders find dealing with problem people to be difficult, as an experienced leader, I know that often it is however, the ability to effectively resolve and deal with problem people is one of the fundamental attributes of an effective leader. Do not abdicate your responsibility and take ownership of the steps necessary to resolve your people’s issues.
Always be fair and consistent in all interventions and ensure you are perceived as fair and consistent.
Step 1 – Determine what are the facts.
Determine and define what the issue or issues are being careful to avoid opinions and second-hand comments. For example,
- Is the problem something they are doing at work, ie. performance or comments made to colleagues.
- Something they are doing away from work such as activities that are inconsistent with the vision of the organization.
- Something they are not doing at work or away from work.
- Something they have said or are saying.
- The job that they are doing.
- The way they appear or dress.
- Their attitude at work.
- The organization must reduce costs and can no longer afford to keep the person.
- Or something as basic as they do not fit the organization’s vision.
As an organization grows, people who were once “good fit” may no longer “fit.”
When determining the facts, consider:
Is the associate open to conversation? Conversation should always be the first step in any resolution process. Having carefully prepared plans and conversations is vital and done well may be enough to solve the issue without further escalation.
How serious are the issues? Minor issues may not be worth the time to fix; however, issues that could grow into significant issues should be dealt with immediately.
What is the person/people’s role in the company? The larger the role of the problem person, the larger the potential fallout may be.
How long have they been with the company? Depending on the outcome of the second stage (alternatives), tenure could have a dramatic financial impact on the organization, should termination be one of the options explored.
How much do they make? In any organization, potential costs should always be considered.
How influential are they in the organization? Organizations have hierarchies official and unofficial and the effects on culture and morale should always be considered. Consider how your decisions will directly and indirectly affect others within your organization.
What are the person’s skills, attitudes, and behaviors? Determine how valuable the problem person is to the organization?
Step 2 – What are the alternatives?
Speak to the person/people involved – Having conversations with everyone involved is important. Be prepared to listen and have an open mind and as the conversations proceed take care of tangential discussions not related to the issues. Have a plan and a series of questions to be asked to assist with this process. Some deviation is acceptable and should be expected.
Do nothing – Appreciate this alternative seldom works and can make things worse. Whatever the issues are, especially when they affect multiple people, your team will already know there are problems and your response is a test. Your perceived unwillingness to take action may result in you being perceived as weak and untrustworthy. A leader earns respect and trust with their ability to deal effectively with the day-to-day challenges, especially those difficult ones involving problem people.
Terminate the associate – This may be counter-productive, particularly if this is your first course of action. Terminating someone should be a multi-step process involving warnings and progressive discipline, depending on the severity of the issue. Consider the legal liabilities, costs of termination, and the effects on morale before taking this action, and most importantly, ensure you have proper documentation.
Pressure the person to quit. DANGER, DANGER, DANGER, having an agenda of trying to directly get a person to leave by making their life difficult will only result in significant legal and cost penalties.
Find a new role for the person or people – Working to find new roles or accommodation with people may be a win/win solution as it demonstrates adaptability and a willingness to cooperate and collaborate. With this approach, some problem people may decide to leave voluntarily, but without the negative potential liabilities for you and your organization. If a person decides to leave, be supportive, offer references, and document everything.
Ask for advice. Leadership does not exist in a vacuum. Develop a “community of practice” with your peers or other leaders to discuss how they handle or have handled similar situations and apply their lessons learned.
Step 3 – Make the best decision you can in the time available.
Appreciate there are costs to everything and factor these costs (financial, morale, and perception) carefully for each alternative. Consider how the people involved fit your organizational short-, medium-, and long-term goals.
There is no such thing as a simple solution when people are involved. Begin with conversation and discover what the person or people are thinking. Be aware of unusual behavior and ask about underlying causes. Developing trust and encouraging your people to speak openly is an important skill for an effective leader and problem solver.
Your decisions may not be popular. As an effective leader, you must do what is best for the organization regardless of how difficult it is to do personally.
Remember that you control the timing. The ability to choose to advance or delay whatever decision can have a dramatic effect on the outcome of the resolution.
Make a decision. A leader leads. Make the best decision you can given the facts and alternatives you have. Appreciate, YOU WILL MAKE MISTAKES, but that is part of how you get better. After each decision, ask “What did I do right, what did I do wrong, and what would I do differently next time.
Dealing with problem people is like downhill skiing. Each time you turn one way or the other, opportunities present themselves while others are lost to you, and you can’t ski back up the hill. But, with each right and wrong decision, your abilities will improve. Your people are your most valuable resource, but they don’t have to be your biggest headache.
Good luck,
Paul