How to Supervise Bad Attitudes and Negative Behaviors

Agenda

• Setting the bar: how to easily recognize a discrepancy between performance expectations and actual behavior
• Rare or repeating? How to know if a problem is a one-time occurrence, or a chronic, disruptive behavior that demands your prompt attention!
• Backtracking from symptoms to causes: environmental factors that can lead to serious problems
• Trouble brewing? How astute managers spot performance and behavior problems at the start
• Are you part of the problem? Insightful self-analysis that gives you an unbiased view of your own role
• How to pinpoint a difficult employee's effect on co-workers and the organization … and choose the appropriate course of action

• Eliminating the obvious: how to ensure a skill deficiency or lack of resources isn't the source of trouble
• The team-play technique: a way to involve problem employees in forging a solution and guarantee they buy into the plan
• You set the pace: modeling a behavior standard that employees respect and imitate
• Communicating despite conflict: smart ways to overcome anger, hostility, and other emotions that can arise during counseling
• Personality conflict? How to deal with this often misunderstood problem, and forge a truce in the most bitter relationships
• Coach or counsel? The difference between these two vital techniques, and when to use each

• Positive Intervention: how savvy managers use this technique to correct even complex performance issues
• Step-by-step discipline: a formal, progressive process every manager should know, practice, and document … every single time
• Can you handle it alone? 3 situations that always require outside intervention
• Bad attitude … or simply strongly opinionated? How to know when someone crosses the line
• Cover yourself! Specific documentation that legally protects you if your actions are questioned later
• An airtight warning: essential elements every warning (verbal or written) should contain

• When to keep trying, and when to give up: how to know when you've passed the point of no return
• Before blaming and finger-pointing: forcing employees to accept responsibility for the actions that trigger formal termination processes
• When immediate termination is warranted, and how to handle these explosive cases
• Softening the blow: how to terminate problem employees without sapping their dignity and self-respect
• A tough task: how to keep emotions in check and maintain your focus and professionalism when you must terminate
• Don't say this! Verbal termination mistakes that can land you in a lawyer's office

• Managing the "survivors": how to prevent a termination from hurting the attitude and morale of co-workers
• How to strengthen the self-respect and increase the value of your good performers … and avoid common traps that can harm their performance
• The Open Communication model: how you can encourage higher morale and productivity with this tested and proven approach