Herding Cattle (or Dealing with Difficult Employees)

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Herding Cattle (or Dealing with Difficult
Employees)

• Dana Thorp Patterson
• Asst. Executive Director
• Ozarks Technical Community College

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Todays Agenda

• Motivation
• Common Denominators
• Defining difficult people/behaviors
• Personality, Growth Plan, Action Plans

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Motivation

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

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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?

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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

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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

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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?

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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

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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
• Whats the common thread?

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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.

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Before saddling up

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

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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
  improvedive in.
• If no then back off. Look at other options.

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Handling Personalities

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

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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

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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 dont rush
  allow time for conversation stress emotional
  benefits reassure give them positive choice
  help them decide

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Handling Each Personality

• Driver dress professionally get to the point
  dont 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

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specifics

• Fearful
• Sad/Depressed
• Excited
• Disorganized
• Perfectionist
• Critical
• Grandstanding

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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

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Growth plan-Fearful Person

• Privately, sit down and discuss Freds 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?

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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

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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

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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

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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!

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Excited personality

• Starts fast but seldom finishes
• High enthusiasm hes 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

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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!)

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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!

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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

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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?)

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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

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Perfectionist personality

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

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Growth Plan-Perfectionists

• Discuss the perfectionism
• Give them time
• They are usually poor at expressing emotion
• Dont 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

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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

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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

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Growth plan for critical personality

• Give them materials on being a people person
• Listen and discuss the issues
• Give accurate examples of Connies criticisms
• She will deny a lot of these, SO
• Ask for an explanation of those examples
• Give her a proper avenue to criticize

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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 doesnt change?
• This is the most destructive person on your team.

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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 wont help build the team
• Needs to be in a teambuilding program.

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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!

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Action plan -Grandstander

• Lead from strength and power or hell 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.

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Observations

• They arent so difficult once you face them
• Most of the time youll 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

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Less Obvious Varmints

• What are some of the types youve 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

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Your experiences

• Passive
• Aggressive
• Passive Aggressive
• Pathological Liars
• Anger
• Stubborn Defiant
• Insubordination
• Others?

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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

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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

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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

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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.

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Supervisors/leaders

• Your responsibilities are greater!
• Should know whats going on in your
  office/department
• Know the personality types in your office
• Be cognizant of your OWN personality!

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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

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Prevention cure

• Training New employees
• if they dont 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

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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

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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 isnt any, well..

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Final Steps

• Report, Take Action, Document situations that
  arent easily remedied harassment,
  discrimination, threats
• When you begin the coaching process, follow your
  own institutions policies of documentation,
• witnesses, contract issues

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Terminations

• A necessary step at times
• When the individual causes distress, turmoil,
  problems
• No desire to change or no steps of progress
• Be kind, caring but free them up to explore
  other opportunities!

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Discussion questions

• What happens if you take a new position and are
  directed to remedy the issues and the issues
  are personalities as just described?
• How do you debrief with other staff without
  divulging confidential information?
• How do you begin the healing process after
  someone has been terminated?

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Questions??

• Lets discuss and share your experiences.

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Thank You

• For your time and energy today!
• Reach me at
• pattersd_at_otc.edu or by phone at [phone]