Your team’s efficiency and customer satisfaction (both internal and external) are largely dependent on the harmony that exists because of the professional and civil behaviours that employees follow as part of a said or unsaid code of conduct that is in place. This, unfortunately, is not always the case. Everyone at some point of their corporate journey cross paths with employees who emulate behaviour that does not meet basic professional expectations. Such behaviour can have a detrimental impact on the individual, team and even organizational performance.
There is a wide range of behaviours that can be categorized as a behavioural issue. Some examples include -
1. Persistent general incivility
This includes rude, disrespectful speech or intimidating Behaviour, including but not limited to using insulting and demeaning speech; angry, hostile tones; putting down people in front of others; and shouting, throwing objects or slamming doors. These behaviours are often directed at anyone the employee disagrees with or is agitated by.
2. Intentional Defiance to General Rules and Regulations
This includes behaviours such as not adhering to office timings, misuse of office resources or use of such resources for personal objectives, dressing inappropriately and something as serious as using unethical means to meet targets (e.g. bribes).
A behaviour is categorized as insubordination when an employee defies orders from seniors or authorities, orders that are reasonable and do not breach any laws. Insubordination can take many forms it can be subtle, where the individual neglects and avoids orders but is not direct about, and also blatant where the individual straight up refuses to follow orders
How do I Deal With it?
Every individual or case of behavioural problem is different. These problems may show up in varying intensity and also varying intervals. There are a few some tips or rules that one can to eliminate or prevent behavioural problems at workplace
Behavioural problems may arise due to lack of assertiveness on the part of an authority/managerial figure in the team or organization. Being assertive does not mean one has to coercive. When dealing with a difficult employee stand your ground and make it clear that a certain behaviour or habit is not acceptable, why it is not acceptable, and what are the consequences of engaging in such behaviours.
Provide Honest Feedback.
Have a conversation with the employees (make it official if required) about the unacceptable behaviours that they might be showing. It is important to make sure you distinguish between the person and the behaviour, and refrain from any personal attacks (ex. “You are a trouble maker” “you have anger issues”)
Follow The Disciplinary Code.
Sometimes it is important to take action and use corrective action. As a manager, it might be difficult to take such coercive actions but it might be imperative. It is important that you are well versed with the official disciplinary procedure of your organization and follow it as is. Ensure everything is documented and done on official forums/platforms. Also, avoid mincing words and present the issue for what it is.
The abovementioned tips/guidelines should be employed based on the assumption that the individual is a difficult employee or has behavioural problems and general and is not being labelled so due to an isolated incident. Ensure you as a manager or leader. Communicate and get to the bottom of the issue with an employee especially if the issue is one of the incidents. Take time to obtain as much information as possible on the issue before jumping to a conclusion or taking any action.