r
ian Van Bower remembers one talkative employee who didn’t know where to draw the line between becoming acquainted with clients and getting his job done.
“I just told him he needed to focus his attention and conversation on pool issues,” recalls Van Bower, owner of Aquatic Consultants Inc. in Miami. That little talk was all it took.
But often, dealing with problem behaviors isn’t so easy. Too frequently, the behaviors are allowed to continue, which ultimately hurts productivity — and the bottom line.
For example, if 1,000 employees in a large company wasted 1-1/2 hours each day, it would cost an employer 1,500 hours per day. This totals $30,000 at $20 per hour.
Staff turnover should be factored into the equation as well. “Good, honest, hard-working people do not hang around companies where these behaviors are allowed to thrive,” says Linda R. Dominguez, executive coach/strategist and owner of Executive Coaching and Resource Network in Westlake Village, Calif. “So the cost is in turnover, credibility and productivity.”
The following are five common problem behaviors, along with some tips on how to identify and deal with them.
1. The Bully
Common characteristics
• Physical and verbal intimidation tactics.
• Slamming things, shouting, use of profanity.
• Bullies may insist that things be done their way, blame, finger point and constantly complain.
Cause of behavior
Bullies are probably not getting personal needs met and may not feel “heard.”
“Bullies typically have something going on, and it’s usually centered around fear and anger,” says Dominguez. “They feel they are not as good, smart or productive as they should be, so they push everybody else around to build themselves up.”
Ways to improve productivity
Bullies need to acknowledge that the behavior is unacceptable. If they refuse to own up to it, nothing a supervisor says or does will make the situation better, according to Dominguez. “It’s like telling a drunk he’s a drunk,” she says. “They’re either willing to take responsibility or not.”
Once employees take responsibility, they can then be coached into a more acceptable set of behaviors. “They learned it and they can unlearn it,” Dominguez says.
Others may require counseling or anger-management courses. “They must be confronted in a nonthreatening way and made aware that their conduct will not be tolerated under any circumstances,” says Meldron E. Young, practice consultant at American Management Association in New York. “Warnings regarding their conduct should be well-documented and, if it continues, they should be terminated.”
2. The Crisis-Maker
Common characteristics
• This individual tends to get overly excited and anxious about the smallest things.
• Everything is an emergency. If a crisis doesn’t exist, they will create one just to get an adrenaline rush.
Although crisis-makers often appear to be the most productive people in the office, they tend to drive everyone around them crazy, which results in even more loss of productivity.
Cause of behavior
Crisis-makers crave attention and have a need to be needed. They typically have time-management issues and like being the one who solves the problem at the last minute.
Ways to improve productivity
Crisis-makers need to realize that not every project or situation is necessarily a rush job. “In managing these employees, supervisors should clearly communicate the level of priority different projects will require,” Young says. “If the manager notices that the rush is coming on, he or she should attempt to slow this person down.”
With a supervisor’s help, crisis-makers also should work on identifying which personal needs are being met through their behavior, says Dominguez. For example, she says the issues behind getting acknowledged for saving the day need to be explored. “The employer needs to ask, ‘OK, how should we work on this?’” Dominguez says. “‘Your current set of behaviors are not working for me, you or the team.’
“The manager needs to get them to see how their actions are counterproductive,” she adds. “Then you can get into the discussion of what are some alternative ways to accomplish their tasks.”
3. The Loafer/Procrastinator
Common characteristics
• Loafers/procrastinators often can’t start or complete assigned tasks.
• They know something needs to be done, but aren’t motivated to do it.
Cause of behavior
They go to great lengths to avoid being wrong, rejected, humiliated or emotionally uncomfortable. They usually feel scared, bored, anxious or overextended.
Ways to improve productivity
Get to the root of the problem. Ask the loafer/procrastinator about their underlying emotions, recommends Dominguez.
“Is it fear?” she asks. “If so, they need to work on their self-confidence. Is it anxiety? If so, they need to work on setting realistic expectations for themselves. Is it disorganization or time management? If so, they need to work on under-promising and over-delivering.”
Loafers/procrastinators need to thoroughly understand what’s expected of them. They also need to receive several schedules and deadlines specifically outlining when their work should be completed, according to Young.
“Managers must make sure the deadlines are adhered to,” he says. “If the deadlines are not met, you must follow up with appropriate consequences.”
4. The Passive/Aggressive
Common characteristics
• No display of outright anger.
• Seemingly friendly and on your side, but may say negative things behind your back.
• Main strategy is to make life difficult for others without directly attacking them in a verbal or physical way.
Cause of behavior
They dislike confrontation and/or disputes.
Ways to improve productivity
Passive/aggressives need to make the connection between their behavior and the consequences of their actions within the workplace. They need to acknowledge that the behavior isn’t working for them, says Dominguez.
“Whether the individual practices blatant or obvious tendencies, the behavior needs to be addressed,” Dominguez advises. “A plan or strategy can then be put into place that will help them move forward.”
Supervisors should offer passive/aggressives concrete ways to accomplish tasks at hand. For instance, they can suggest technical or behavioral skills that will help the employee deliver the results they need.
“Try to adapt the work, so they will have more of a say in what is going to happen,” Young says. “You must also work with this person on cooperating with his or her co-workers.”
5. The Socializer
Common characteristics
• They enjoy chitchatting with everyone and hanging out at the water cooler or in the lunchroom. Setting up lunch plans with fellow employees consumes a big part of their morning.
• Socializers possess the ability to talk to anybody about anything. While this can be useful in many situations, it can also impede productivity.
Cause of behavior
Extreme desire to be liked and accepted by everyone. The socializer believes achievement of workplace rewards can only be attained by developing deep personal connections with fellow co-workers or clients.
Ways to improve productivity
Take the socializer aside and have a one-on-one conversation. “An employer should say something like, ‘You have a target that you haven’t met, and here’s what I think the reason is. What do you think we can do to fix the situation?’” Dominguez explains.
“It isn’t meant to be confrontational, aggressive, or right- or wrong-oriented,” she adds. “It’s meant to be collaborative between you and the employee.”
Point out that the socializer’s habits are not only hampering their job efficiency, but the productivity of others in the office. The behavior also limits their potential to take on added responsibility and, therefore, advance their career.
Job requirements also need to be clearly defined for the socializer, adds Young. Once they are established, supervisors can then set measurable targets.
“If opportunities present themselves, you may want to consider these employees for group assignments,” Young says. “This way, they’ll be able to have their need to be around others met.”
