Managing difficult employees

Welcome back to your desk; everything appears as you left it last year—intact and pristine, except for one notable exception: the communication dynamics among some of your subordinates.

Unlike the peaceful order of your stationery on your desk, managing certain staff members seems less straightforward.

As the new year begins, there's a familiar sense of impending drama, reminiscent of the challenges faced last year.

For some managers, returning to work can be a source of stress, particularly those tasked with handling difficult employees.

I've been on the receiving end of afternoon rant sessions from a friend facing such challenges.

At first, my approach was to lend a sympathetic ear, hoping to lighten the situation with a bit of humour. The goal was to offer her some relief after her cathartic rant.

However, this year marks a shift, and I chose to embark on a journey of exploration.

I’ve embarked on a deep dive into the research to uncover practical strategies that not just my friend can use but also the managers who read this column can employ to navigate the realm of "difficult employees."

Diverse personalities are a constant, and personality clashes are a reality that creates challenges that demand attention. I’ve broken down the most common types of difficult employees.

While an exhaustive exploration of every personality type is beyond the scope of this article, these are the common types of personalities that significantly influence team dynamics.

The complainer/negative type: Whenever a new project arises, they are quick to point out the negatives. For this individual, we aim to offer clarity, provide management tips, and challenge them to shift their mindset.

Ask questions that sound like “I’m glad you brought that to my attention. How do you think we should handle this situation?"

The yes man: At first glance, this employee appears to be helpful, committed, and driven, yet their tendency to please others leads them to take on more than they can manage.

Offer planning suggestions and set clear expectations and consequences. Setting clear consequences may help them assess what tasks they should and should not take on.

The conversation can sound like, "Let's be clear on what needs to be done and by when.

Here are the expectations, and these are the consequences that, if not met, will result in... Can you manage this?"

The know-it-all: The deeper root symptom may be a lack of validation, hence their constant need to contribute.

Recognise them for their effort and find a time to address their “contributions” privately.

Saying something like "I appreciate your insights. Let's be mindful of how often we share our thoughts. It's essential to create space for others as well."

The problem giver: This archetype seems to constantly barrage you with issues to resolve. Empower them to solve problems independently.

The next time they pinpoint an issue, you can respond, with- "Thanks for notifying me. How about you come up with three solutions and present them to me? I'm confident you can handle it."

The bottom line is that if you're in a managerial role, you understand that the most rewarding aspect of leadership can also be the most challenging—dealing with people.

Managing difficult employees is an ongoing process requiring empathy, communication, and strategic interventions.

It's not easy, but with thoughtful conversations and practical solutions, you can build stronger, more resilient teams. You’ve got this!

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