Dealing with Problem Behaviour in the Workplace

Written by Megan Tough

Continued from page 1

6.Be willing to explorerepparttar possibility that you have contributed torepparttar 119504 problem This isn't easy, even if you have reason to believe it's so, because you may not be fully aware of what you have done to fuelrepparttar 119505 fire. Three helpful questions to ask yourself: •Is this problem unique, or does it have a familiar ring as having happened before?, •Are others in my organization exhibiting similar behaviors?, and finally, •Am I partiallyrepparttar 119506 cause ofrepparttar 119507 behavior I am criticizing in others? • Once you understand how you have contributed, you can decide to take action yourself to make sure it doesn’t happen again.

7.Plan your strategy Start by defining, for yourself, what changes you would like to see take place, then, follow this sequence: Meet withrepparttar 119508 person and let them know that there is a problem. Staterepparttar 119509 problem as you understand it and explain why it is important that it be resolved Gain agreement that you've definedrepparttar 119510 problem correctly, and thatrepparttar 119511 employee understands that it must be solved Ask for solutions, using open-ended questions such as: "What are you willing to do to correct this problem?" In some cases, you may have to make it clear what you expect Get a dedication thatrepparttar 119512 employee will takerepparttar 119513 required actions Set deadlines for finishingrepparttar 119514 actions. Inrepparttar 119515 case of a repeated problem, you may want to adviserepparttar 119516 employee ofrepparttar 119517 consequences of failing to take corrective action Follow up onrepparttar 119518 deadlines you've set

8.Treatrepparttar 119519 employee as an adult and expect adult behavior To some extent, expectation definesrepparttar 119520 result. If you treatrepparttar 119521 employee as a naughty child, then you should expect a naughty child to respond. If you indicate - by your actions or byrepparttar 119522 content or tone of your voice - that you expect adult behavior, then that's what you're likely to get.

9.Treat interpersonal conflicts differently Ifrepparttar 119523 problem behavior stems from a personality conflict between two employees, have each one answer these questions:

(1) How would you describerepparttar 119524 other person? (2) How does he or she make you feel? (3) Why do you feel thatrepparttar 119525 other person behavesrepparttar 119526 way he/she does? (4) What might you be able to do to alleviaterepparttar 119527 situation? (5) What would you likerepparttar 119528 other person to do in return?

10.Gain agreement onrepparttar 119529 steps to be taken and results expected A problem is not really "fixed" until it stays fixed. Everyone involved must agree thatrepparttar 119530 steps taken (or proposed) will substantially alleviaterepparttar 119531 problem. This includes you as manager, andrepparttar 119532 steps you personally will take to ensure you are not contributing to similar problem inrepparttar 119533 future.

Finally, agree how you will both monitorrepparttar 119534 issue. What needs to take place for you both to be satisfied thatrepparttar 119535 issue has been completely resolved. Write this down and use it as your measure of success.

Megan Tough, director of Action Plus, works with small business professionals who are ready to do more than ‘just get by’. Increase your income - decrease your stress! To learn more and to sign up for more FREE tips and articles like these, visit

What do Employees Really Want?

Written by Megan Tough

Continued from page 1

When asked to rank a list of ten criteria,repparttar employees and managers/owners ranked them very differently:

WHAT EMPLOYEES SAY THEY WANT (in order) 1.Full appreciation for work done 2.Feeling ‘part’ of things 3.Sympathetic help on personal issues 4.Job security 5.Good wages 6.Interesting work 7.Promotion/growth opportunities 8.Personal loyalty to workers 9.Good working conditions 10.Tactful discipline

WHAT MANAGERS THINK EMPLOYEES WANT (in order) 1.Good wages 2.Job security 3.Promotion/growth opportunities 4.Good working conditions 5.Interesting work 6.Personal loyalty to workers 7.Tactful discipline 8.Full appreciation for work done 9.Sympathetic help on personal issues 10.Feeling ‘part’ of things

What does this mean if you are an employer or a manager in business today?

Frequent pats onrepparttar 119503 back will go a long way towards making your employees more satisfied at work. Happily, it’s not always aboutrepparttar 119504 money.

Megan Tough, director of Action Plus, works with small business professionals who are ready to do more than ‘just get by’. Increase your income - decrease your stress! To learn more and to sign up for more FREE tips and articles like these, visit

    <Back to Page 1 © 2005
Terms of Use