Herding Cattle (or Dealing with Difficult Employees)

1. Herding Cattle (or Dealing with Difficult Employees) Dana Thorp Patterson Asst. Executive Director Ozarks Technical Community College

2. Today’s Agenda • Motivation • Common Denominators • Defining difficult people/behaviors • Personality, Growth Plan, Action Plans

3. Motivation • Basic Needs (Dr. Abraham Maslow) • Physiological • Safety & Security • Social Needs • Esteem or Ego Needs • Self Actualization

4. Knowing your staff • Money is a bookend motivator – it gets them into the job and keeps them from leaving, but what else motivates your group? • Intrinsic v Extrinsic motivation • What do you know about your employees? • Entertainment • Family • Preference for work – breaks, vacation • Leisure activities • What else? • What motivates your team?

5. relationships • Everyone interacts with the strong personalities • How you DEAL with it depends upon your role • As a peer, you are responsible for three things: • Being professional in behavior • Being respectful in spite of problems or differences • Knowing when to bring a supervisor into the situation

6. Supervisor/leader • Supervisors have more responsibility: • Hiring • Coaching • Termination • Intervention between staff • Cognizant of problems and actively engaged in remedying the issues • To act appropriately, professionally and… • And always respectfully

7. The big five • BIG 5: • Personality: who are these people? • Temperament: what is their style, behavior, mood? • Heart: what do they love and care about? • Relationship: is there a bond – between the person and their job, their peers? • Dream: what do they want – out of their career, perhaps out of life?

8. Herding directions • Functions: • Riding the herd and calling directions • Getting the right cowboy/girl to take care of the cattle (delegate) • Develop a trail plan • In order to be effective, you must know the cattle, the cowboys/girls on your trail, and the route. When we cannot effectively evaluate situations and people, we will lose. John Maxwell

9. Cattle trail – the Plan • Delegate according to their strength • Coach according to their weakness • Mentor according to their potential • Relate according to their personality & temperament • Lead according to their dreams • What’s the common thread?

10. Starting Out • CONSIDER: Who is the person and what does s/he need • COMMUNICATE: How will you meet that need • CONNECT: Meet that need BEFORE asking for anything • COMMIT: Yourself to them and them to you – ONLY after the first three steps.

11. Before saddling up • Is there potential? • Will they change? • Will they follow? Each of these MUST equal the energy expended.

12. What happens if…. • If there is a NO to any of the preceding questions, reduce your time and energy. • The more difficult a personality, the more RESOUNDING YES must be given to all the questions. • If they express desire and commitment to improve–dive in. • If no – then back off. Look at other options.

13. Handling Personalities • Understanding the personality • Assessing the whole issue • Define your needs from theirs • CAN they actually improve? • Do they WANT to improve?

14. Personality Types Analytical-facts and details; money/numbers; independent; neat/organized; on time; no risks Driver-to the pt.; busy; immediate results; risks; multiple choices; power; independently; positive Amiable-social; likeable; traditional; no risks; needs support; careful decisions; somewhat wishy/washy; less time-oriented Expressive-dreamer; uses hunches; social; quick decisions; planner; risks; generalizes; less time oriented

15. Handling Personality • Analytical –let them know they are right; give them facts; stress logic; observe time constraints; compliments; quick precise answers • Amiable – be friendly; build rapport; don’t rush; allow time for conversation; stress emotional benefits; reassure; give them positive choice; help them decide

16. Handling Each Personality • Driver – dress professionally; get to the point; don’t waste time; stress quick results; ask questions to force attention; put it in writing; let them take charge at times; summarize key benefits before closing; use 2-3 options • Expressive – present big picture; use emotional benefits; show them proof (testimonials, articles, etc); recognize their importance; details in writing and explain;

17. specifics • Fearful • Sad/Depressed • Excited • Disorganized • Perfectionist • Critical • Grandstanding

18. Fearful Person • A “Fearful Fred” – • Behavior: a lack of confidence causes them to do nothing • Strength is that he is devoted and loyal • Problem is that he is a low producer • Needs a Dale Carnegie course in self confidence

19. Growth plan-Fearful Person • Privately, sit down and discuss Fred’s fears • Identify the fears and reasons why he has them • 90% of all fears are a result of a previously bad experience • Evaluate his desire to overcome his fears • If desire is high – develop a game plan • If desire is low – other options – reassign?

20. Action plan -fearful • Plan a project together -provides support and security • Structure the project • Do a simpler project first – safety • Do the project together • Do a winnable project – build in success

21. Depressed personality • A Sad Sally - Behavior Depressed • Strengths – CAN do the work, under the right circumstances • Problem is negative attitude – materials on winning attitude • Motivated by coaching and reassurance

22. Growth Plan - depressed personality • Privately sit down and discuss the slump • Listen to her background – Let her talk about the good old days • List what she did effectively when things went well • List what she did when things went poorly - contrast! • If she desires to change, develop a game plan

23. Action plan - depressed personality • Remove her from others while she is in a slump – Downer Debbie! • Reprioritize the workload • Remain with this person as much as possible • Require her to do what is right, not what she wants to do • Remember to encourage her when possible!

24. Excited personality • Starts fast but seldom finishes • High enthusiasm – he’s excited! Provides energy! • Motivated by new challenges – loves them! • Strength is starting strong – even before the meeting is over • Problem is that he seldom finishes

25. Growth plan-excited personality • Needs a mentor that finishes well • Listen and discuss the excitement • Listen to exciting start up stories • Ask for the ‘rest of the story’ – outcomes • Let him see what he has lost • Take into account exaggeration • Does he want to finish well(desire to change!)

26. action Plan Excited personality • Assign a new challenge • Keep him focused • Reward him for finishing well – on the other side of the finish line! • Assign a good detail person to work with him. • His greatest need is ongoing training – to change a life, keep putting materials in their hands!

27. Disorganized personality • Like a rocking horse, always in motion but never advancing • Unfocused behavior • Motivated by direction • Strengths are relational – very social usually • Problem area is lack of result • Provide her with organizational items: files, calendars, etc

28. growth plan - disorganized personality • Discuss the disorganization • Listen to her frustrations - she spins her wheels • Look at her mess – visually • Determine if she wants to get organized (desire?)

29. action plan -Disorganized personality • Needs personal attention • Ask her to photocopy her daily schedule • Help her list her priorities • Teach her time management of the priority list • Monitor her progress • Leave no room for options and uncertainty

30. Perfectionist personality • Perfectionist Pete - Behavior is rigid • Motivated by control • Strength is knowledgeable • Problem is that they personalize failure

31. Growth Plan-Perfectionists • Discuss the perfectionism • Give them time • They are usually poor at expressing emotion • Don’t interrupt them at any time • The moment you interrupt, they go back to the first step again! • Encourage them to be more tolerant with self and others – perfectionists are highly critical

32. Action plan - Perfectionists • Provide confidence and reassurance • Encourage to not take mistakes personally • Encourage to take more risks • Reward for getting things done on time even if not perfect • Show him the BIG picture! • Let them be planners – work on projects – plenty of time

33. Critical personality • Critical Connie - Voices criticism to whomever will listen • Negative behavior • Motivated by listeners • Strengths – normally there is SOME truth in the criticism • Problem is that they will undermine anything and everything

34. Growth plan for critical personality • Give them materials on being a people person • Listen and discuss the issues • Give accurate examples of Connie’s criticisms • She will deny a lot of these, SO • Ask for an explanation of those examples • Give her a proper avenue to criticize

35. Action plan -Critical personality • Ask people affected to meet with you and Connie • Ask them to tell their story of what happened • Ask Connie for an explanation • Give them ALL a proper avenue to criticize • What happens if Critical Connie doesn’t change? • This is the most destructive person on your team.

36. Grandstand personality • Grandstanding George - Wants to be in front and get all the credit • Behavior is aggressive, boastful • Motivated to be Number One • Strength is self sufficient • Problem is that he is demanding • Problems is that he won’t help build the team • Needs to be in a teambuilding program.

37. Growth Program -grandstanders • Discuss the grandstanding behavior • Point out the damage that he causes to team • Ask him who he respects that he will listen to • There has to be an audience in grandstanders life in order for him to do his routine • Remember that YOU can recognize the ones or the team that is deserving!

38. Action plan -Grandstander • Lead from strength and power or he’ll never respect you. • Bring in a person he respects to help you • Reward him for team play • Know which issues are worth the battle • Once the issues are settled, never give in • Problem placement – if he can become a servant, he can be good up front – but ONLY after he demonstrates team playing.

39. Observations • They aren’t so difficult once you face them • Most of the time you’ll succeed • They will be some of your best producers • A little individual attention goes a long way • Respect is key to difficult relationships • Egos cause more trouble than the issues • Difficult and different are often the same • Respecting, caring about and loving people covers a multitude of problems

40. Less Obvious Varmints • What are some of the types you’ve run into? • Skunks – stinkers • Porcupine – stickers (stab you in the back?) • Wolves – howlers and whiners • Hyenas – laughing – at inappropriate times? • Oxen- stubborn • Jackasses – self explanatory

41. Your experiences • Passive • Aggressive • Passive Aggressive • Pathological Liars • Anger • Stubborn – Defiant • Insubordination • Others?

42. Peer to peer (1) • You should handle some of your work relationships independently • Exercise good judgment: when can you intercede on your own behalf/ when you need to report – (harassment, discrimination, hostility, threats -implied or direct) • Handle – miscommunication, first time disagreements, specific issues on a project • Be mature; State your issue clearly; Request that you be heard before you discuss

43. Peer to peer(2) • Listen well; Agree to future behavior; Send a follow up email, thanking them for their time the gist of the conversation (this becomes some documentation for you) • Report further issues to supervisor

44. When your boss is the problem (1) • Sometimes you can address these. Other times you must simply decide if the job fit is for you • Ask for a time to discuss the issue: Use I statements – • Send an email afterwards

45. When your boss is the problem (2) • If there is a hint of hostility, discrimination, threat, inappropriate language – document and report to your HR office. • If you witness this happening to someone else, report it to HR.

46. Supervisors/leaders • Your responsibilities are greater! • Should know what’s going on in your office/department • Know the personality types in your office • Be cognizant of your OWN personality!

47. Prevention & Cure • Hiring the right people – • Know the job you need to hire for • Ask the right questions • Check references • Outline clear expectations on behavior, participation, specific projects • Let them know in interview what process you use to assess work performance

48. Prevention & cure • Training New employees • if they don’t come with needed skill set, be sure to get them proper training • Probationary Periods • use them and use them correctly • Annual Reviews • should not just be annual reviews -ongoing • Coaching appropriately- HR Overview

49. Prevention & Cure • Existing Positions • Promotions • just because someone does one job well does not a supervisor make. Provide training for supervising; mentoring; professional development • A note to staff: Train for the promotion you want before you apply • Professional Development • ongoing – demand it of your staff

50. cure • When you DO have the problem • Start with the discussion part of our presentation today to ascertain the issues • Begin coaching process: verbal, written, written, termination • Create an action plan – the employee must have buy in • Monitor Progress – if there isn’t any, well…..