Poisoned Ivy?
Poisoned Ivy?
All too often there is a member of staff in your organisation who is uttering this. He may not say it to your face. Worse, he may be complaining behind your back.
Whose fault is it? As a leader, you should know about this employee. If you have encouraged open communication with your staff, you will be aware of such discontent. If you are accessible to your workers you can avert such a crisis.
But if you have got to the stage where there is a disengaged member of staff, how do you deal with him? How can you turn the situation around, and stop negativity seeping through the company?
Tackle the employee head on. Invite him in for a one-on-one meeting where he feels safe enough to air his grievances. It may be he has issues outside work, such as a family break down, or illness, which are causing him to be distracted.
Sometimes staff feel put on the spot, and are either too scared or too stubborn, to open up. You could be less confrontational, saying, “I’ve noticed you’ve been coming in late” or “You were a little prickly in our recent team meeting – is there a reason?”
Maybe you could appoint a ‘mentor’ to guide him if he is struggling with a particular work concept. Suggest ways where the business might be able to offer him support if he is overwhelmed by his work load.
If his behaviour continues to be unsatisfactory, despite warnings and counselling, you may have no alternative but to reassign the individual, or even to let him go.
In this situation it is essential that you follow the correct procedures, recording everything in writing, explaining the consequences to the individual, and signing all such records. The law varies depending on the number of individuals in a business, so you must check carefully with an industrial lawyer or your HR department.
Often, it is a question of you, as the leader or manager, having the time to monitor closely these under-performing individuals. At Kool Results we have the skills and expertise to challenge the employee to make constructive changes. We can work with you on a fortnightly basis, or ad hoc, to alleviate your stress, and to coach members of staff to alter their mind set.
No one expects you to be best friends with all your employees. But if you foster mutual respect by open communication you will give your business a push in the right direction.
Poisoned Ivy - To learn more about this author, visit Julianne Kuhlmann's Website.
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“It’s not fair! I hate my job. Why should I do that?”
All too often there is a member of staff in your organisation who is uttering this. He may not say it to your face. Worse, he may be complaining behind your back.
Whose fault is it? As a leader, you should know about this employee. If you have encouraged open communication with your staff, you will be aware of such discontent. If you are accessible to your workers you can avert such a crisis.
But if you have got to the stage where there is a disengaged member of staff, how do you deal with him? How can you turn the situation around, and stop negativity seeping through the company?
Tackle the employee head on. Invite him in for a one-on-one meeting where he feels safe enough to air his grievances. It may be he has issues outside work, such as a family break down, or illness, which are causing him to be distracted.
Sometimes staff feel put on the spot, and are either too scared or too stubborn, to open up. You could be less confrontational, saying, “I’ve noticed you’ve been coming in late” or “You were a little prickly in our recent team meeting – is there a reason?”
Maybe you could appoint a ‘mentor’ to guide him if he is struggling with a particular work concept. Suggest ways where the business might be able to offer him support if he is overwhelmed by his work load.
If his behaviour continues to be unsatisfactory, despite warnings and counselling, you may have no alternative but to reassign the individual, or even to let him go.
In this situation it is essential that you follow the correct procedures, recording everything in writing, explaining the consequences to the individual, and signing all such records. The law varies depending on the number of individuals in a business, so you must check carefully with an industrial lawyer or your HR department.
Often, it is a question of you, as the leader or manager, having the time to monitor closely these under-performing individuals. At Kool Results we have the skills and expertise to challenge the employee to make constructive changes. We can work with you on a fortnightly basis, or ad hoc, to alleviate your stress, and to coach members of staff to alter their mind set.
No one expects you to be best friends with all your employees. But if you foster mutual respect by open communication you will give your business a push in the right direction.
Poisoned Ivy - To learn more about this author, visit Julianne Kuhlmann's Website.
Like this article? Share it with your friends
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