Living with difficult employees

Most organisations recognise the value of taking a whole-person view of staff.

They realise that what happens to people outside work can have a profound impact on how they perform at work. Stress can be a difficult burden to carry, and without the opportunity to discuss pressures and to resolve situations, people sometimes just carry on until they reach breaking point.

Managers must be able to deal effectively and appropriately with staff members and their problems. However, no matter how a manager manages, some people can be very difficult. It’s as simple as that.

Some workplace issues are not always easy to define or quantify with so many intangibles like emotions, feelings, perceptions and values getting in the way. Probably most managers find it tough to deal with difficult people and situations that involve both work and personal problems. Fundamentals that managers have to be able to cope with include the need to:

• Address difficult personality types;
• Identify communication barriers;
• Understand the need for monitoring a difficult person;
• Recognise when to dismiss a difficult person; and
• Take a proactive approach toward managing difficult people.

Looking in from outside, it seems that most difficult people tend to be totally focused on their own agenda and needs. They cause tension and conflicts not just for themselves but for the employees around them. Plus, difficult people absorb a great deal of management time and attention.

With many workplaces today being required to do more work with less resources, it is probably not surprising that as individual stress increases, personalities clash more easily and people take feedback more personally. When you add passive, defiant, cynical or explosive personalities, it can be a combustible mix.

As managers take up the challenge of dealing with difficult people, understanding the underlying emotional vulnerability and the need for recognition and self-worth are critical. These are usually the keys to building trust, positive motivation and productive work relations.

Equally, seeing problems not just with individuals, but between people and within a situational context is a vital management skill.

For managers who are serious about handling difficult people effectively, skills that need to be learnt, understood and implemented include:

• The ability to enable others to vent constructively;
• The confidence to use interview techniques and humorous communication for channelling angry interaction;
• The capacity for providing affirming recognition; and
• The ability to use your emotional awareness to connect genuinely and empathetically with diverse groups and problem-solving contexts. 

Difficult people make for challenging interactions. Learning to recognise the characteristics of negative people and how to work with them can lessen their impact, and maybe even encourage an attitude shift.  They are the ever-pessimistic people whose outlook can drain everyone's energy. Finding ways to recognise and counteract their negativity is essential for maintaining an upbeat work environment.

Of course, it is quite obvious that not everyone who complains a little, can be classified as a difficult person. Astute managers can distinguish between individuals in temporary rough spots and those who seriously pull the organisation down.

The different types of complainers can be classified as:

• The "helpful complainer" – this person has a specific gripe about an issue, but offers constructive feedback that is a genuine attempt to resolve the perceived problem.

 

• The "therapeutic complainer" – this is the individual who is experiencing a temporary setback and draws out a confidante to vent frustrations, rather than liberally spreading doom and gloom. Tends to be a ‘one-off’ occurrence.

 

• The "malcontent complainer" – this energy drainer is the one to watch out for. Typically, this person has ongoing, persistent problems with many issues, and very rarely are there any constructive suggestions.