b'BUSINESS MANAGEMENT CSIA 15continuedfrom pg. 14so he begins to recognize the scope of his problem. Beto get a little bit stretched in the work she does? poses open and non-judgmental so Wilber feels comfortableBob Verchota, senior consultant at RPVerchota & revealing any personal challenges that are affectingAssociates, Minneapolis. Is her reluctance something his performance. Set your frustrations aside and benew, or did it start at a certain time? And is it related genuinely curious about why Wilber is late so often,to one specific task, or many? The answers to these said Cormier.questions can provide clues to possible causes.Start by pointing out that he is rarely on time and askStep two: Ask Sandy for input about her motivations. why that might be the case. If recurring immovableHave a frank conversation with Sandy, suggests conflicts, like school drop-offs, are the issue, thenVerchota. Cover what you know about her work schedule flexibility might be the solution. Shiftinghabits, as elucidated in Step One. If she has been Wilbers official arrival time thirty minutes later couldwilling to perform extra duties in the past, what has make Wilber a punctual employee overnight, andchanged in the organization? reduce his stress level, too, said Cormier.Step three: Determine solutions. Rather than impose Perhaps Wilber has personal challenges that area solution from above, ask Sandy to suggest a path causing the problem. Some mental health conditionsforward. If she feels her skills are inadequate to the can make it more challenging for employees to arrivenew duties, that can be solved with additional training. on time, said Cormier. Gently ask him about how heIf the problem is personnel clashes, this can be solved is doing, giving him the opportunity to share withoutwith counseling for all involved.pressuring him to open up. Regardless of Wilbers answer, his manager can remind him of any availableBonus tip: Remind recalcitrant employees thatmost personal resources such as an employee assistancejob descriptions include a phrase requiring employees program (EAP). to perform other duties as assigned.The meeting should, above all, be solutions oriented.3. Joseph is in the habit of talking over Be clear that the goal of the conversation is to stepothers in meetingsaway from excuses, understand the bigger pictureFailure to deal with an overbearing team member and come up with a lasting solution. can create morale and productivity problems when employees feel their contributions are belittled. # Bonus tip: Schedule follow-up meetings so Wilber is held accountable for improvement and can requestHave a sit-down meeting with Joseph and explain needed support. how their behavior is affecting other people, suggests Deanna Baumgardner, President at Employers Advantage 2. Sandy keeps saying Its not my job(employersadvantagellc.com). Say something like, when asked to do a taskWeve noticed youre talking over people, youre talking Recalcitrant employees who appeal to the constraintsloudly and interrupting. We need to give other people of their job description can frustrate the best ofthe opportunity to share. Heres what we expect from managers. The traditional solution was to throw downyou. Then provide guidance on how Joseph should a gauntlet: get to work or get fired. But that can createpause his own statements to let others contribute.morale problems that affect team performance and erode profitability. Instead, undertake a three-stepDespite Josephs best efforts to improve, he may plan designed to uncover the hidden reason foroccasionallylapse.Ifhisintrusionscontinue Sandys behavior. unchallenged, other employees will lose respect for the manager. Its wise to speak up and create Step One: Assess the situation. What does youropportunities for other people to express their ideas. history with Sandy tell you in terms of her willingnessThis can be done with a statement as simple as, continuedon pg. 16csiaonline.org'