Turnaround or Terminate? How to Deal with "Problem"

Written by Anne Alexander

Do you struggle with a "problem" employee? If so, joinrepparttar crowd! Many of my coaching clients - businesses owners or managers - tear their hair out over one or more toxic employees. In our business environment, we tend to recreaterepparttar 138964 dynamics ofrepparttar 138965 family we grew up, so no wonder problems develop.

It's amazing often a business owner or manager will endure a "problem" employee, unable to helprepparttar 138966 employee make positive changes and unable to fire them when necessary. Tolerating a problem employee is like walking around with a sliver in your foot - highly irritating, but you can kind of get used to it. Then, when you finally pull it out, you can't believerepparttar 138967 relief! That relief generally comes in one of two ways: either you and your employee are able to make some mutual improvements, or you part ways.

I recommend a two step approach to this issue. First, you do whatever can be done to turnrepparttar 138968 situation around. Very often, you may have made a few half-hearted attempts to resolverepparttar 138969 situation, but feel lost at sea about what else can be done. You must addressrepparttar 138970 issues directly, calmly and clearly withrepparttar 138971 employee. Expectations must be set, problems and solutions explored. Check in regularly withrepparttar 138972 employee to monitor progress.

On a more powerful level,repparttar 138973 turnaround can result when you learn your own and your employee's behavioral style. I like to userepparttar 138974 Platinum Rule assessment, developed by Dr. Tony Alessandra. It's inexpensive ($30 - $50), easy to understand and extremely powerful in helping us understand our own and others' behavior. Your style and this employee's style probably differ. (For more information onrepparttar 138975 Platinum rule, visit: http://www.authentic- alternatives.com/platinumrule.htm )

The Golden Rule advises you to treat others as you would like to be treated. The Platinum Rule advances this torepparttar 138976 next level and suggests that you treat others as you would like to be treated. Your "problem" employee may be - and probably is - a different style than you. The Platinum Rule shows us four core behavioral styles (Relater, Socializer, Thinker and Director) and gives us many concrete tactics of how we can flex to meetrepparttar 138977 other person's style. I have seen near miracles occur -repparttar 138978 proverbial light bulbs go off - when my clients use this assessment to better understand themselves and their employees and co-workers.


Written by CMOE Development Team

Introduction: “Whyrepparttar need for a transition”

Human beings generally thrive on personal achievements. True leaders, onrepparttar 138862 other hand, thrive onrepparttar 138863 achievements of their team members. Highly effective leaders guide, assist, and coach team members rather than dorepparttar 138864 work themselves. Successful leaders learn to trust others and spend time developing people. They often do not possess these abilities when they first assume a leadership position. These abilities develop over time. New leaders can create a rift with employees becauserepparttar 138865 leader may become too “hands on,” thus frustrating employees with too many controls and over supervision. The transition to leadership may also create some personal tension becauserepparttar 138866 leader’s self-worth now depends onrepparttar 138867 efforts of others. In short, a successful transition to leadership means leader’s have to shift their orientation and source of self-esteem, develop confidence in others and derive satisfaction from their achievements.

The Substance: “How to makerepparttar 138868 transition.”

Successful leaders re-define their need for power and control. Team members normally value a certain amount of freedom and autonomy. People want to influencerepparttar 138869 events around them and not be controlled by an over-bearing leader. When you arerepparttar 138870 individual contributor, close torepparttar 138871 work itself, you arerepparttar 138872 master in control of your circumstances; your personal performance has a big effect on your satisfaction and motivation. The situation is different when you become a leader. Your personal contribution is less direct; you often operate behindrepparttar 138873 scenes. Coaches work best fromrepparttar 138874 sidelines and during practice and intermission, not whenrepparttar 138875 lights are on andrepparttar 138876 game is under way. Leaders create frustration for everyone when they try to be involved in every project and expect team members to check-in before beginning every task. World-class leaders delegate. They learn to trust. This means giving up some control. Leaders learn to live withrepparttar 138877 risks and knowledge that someone else may do things a little differently. Every person is unique, and they will individualize certain aspects of their work. When leaders don’t empower and delegate, they can become ineffective and overwhelmed. In turn, team members feel underutilized and therefore less motivated.

Finally, leaders learn to transition in other critical ways. They learn how to live with occasional feelings of separation and people don’t always accept their decisions when faced with gut wrenching situations. Leaders have a view ofrepparttar 138878 big picture in mind. Butrepparttar 138879 challenge for leaders lies in balancingrepparttar 138880 needs of many stakeholders: owners, employees, customers, and community. Because of this challenge, team members can feel alienated when unpopular decisions must be made. Leadership can be hard. It is impossible to please everyone all ofrepparttar 138881 time. Whilerepparttar 138882 need for belonging and connecting withrepparttar 138883 group is important, leaders knowrepparttar 138884 mission and vision takes precedence. Sometimes a leader should make waves, champion change, and challenge people’s comfort zone. Leaders may not always relish conflict, but they are not afraid of it either. Leaders are guided by standards, principles, and core values. Leaders focus on what is right, not who is right.

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