presented by alliance work partners “your eap specialist” 1-800-343-3822 2010 street outreach...

PRESENTED BY ALLIANCE WORK PARTNERS

“YOUR EAP SPECIALIST”1-800-343-3822

WWW.ALLIANCEWP.COM2010 Street Outreach Workers

Conference

Dealing with Difficult Employees: Challenges and Benefits of Street Outreach Supervision

Street Outreach Supervision: Benefits and Challenges

What do you like the most about being a supervisor of street outreach teams and/or the employees you supervise?

What do you find most challenging about being a street outreach supervisor and/or the employees you supervise?

What knowledge, skills, or tools would help you become a more effective supervisor?

© Copyright Workers Assistance Program, Inc. 2004

Role of the Supervisor

Inform employees of work objectivesRegularly monitor individual behavior

and job performance Refer employees to available support

services (example: EAP) Apply disciplinary actionBe supportive


Monitoring behavior includes looking at patterns...

Look for continued and repeated behavior pertaining to:

-Absenteeism -Productivity-Performance -Personal Behavior

Identify a pattern of behavior or problems over a period of time

Patterns can be best identified through timely and accurate documentation

Finding these patterns helps set the stage for effective action. (Robert Bramson, PhD)


Typical Difficult Behavior

Exercise: What constitutes difficult behavior?

How do I sometimes feel when confronted with such behavior?

Adopted from Kenneth Stewart, Southern Ohio Medical Center


What triggers difficult behavior ?

Displeasing others

Confrontation

Not living up to

other’s expectations

Not being respected

Being incorrect

Losing control or

losing

Feeling inferior

Failure

Taking

responsibility

Being disappointed


A word on personality conflicts

It is not uncommon within work groups for difficult behavior to result from conflicting personalities.

Individuals can easily lose sight of how their difficult behavior impacts the entire work group.

By emphasizing each person’s strengths and how those strengths benefit the team,department and organization, you can assist in alleviating conflict.© Copyright Workers Assistance Program, Inc. 2004

Types of Difficult People

There are many types of difficult people, including:Attacker/Aggressor - Hostile and loud, lacks listening skills and talks over peopleVictim - Attribute their problems to others and believes that people don’t understand

Rescuer - Willing to help others, takes on too many tasks and struggles completing own workPessimist - Always expresses negativityClam - Learned unresponsiveness, noncommittalComplainer - Not interested in problem solving, blames and accuses others

Adopted from The Triangles of Management and Leadership by Paul B. Thornton


Coping with these types

Open Door Policy.Try something new. Listen to them without interrupting.Make them feel valued and appreciated.Indicate that we all play these roles to some degree.

Ask them which role they see themselves playing most often.

Discuss impact that it has on others.Indicate what you would like to see more & less of.Ask them to commit to making 1 or 2 changes. Adopted from The Triangles of Management and Leadership by Paul B. Thornton


Coping Skills

Dealing with the Attacker/Aggressor:Distinguish between useful venting vs.

tantrumsGive the aggressor some time to vent.Breathe and remain calm.Practice active listening skills.Assertively express opinion.Emphasize that while their point

may be valid, others’ opinions must be equally heard and respected.

Be friendly.Adopted from The Triangles of Management and Leadership by Paul B. Thornton


Coping Skills

Dealing with the Victim:Practice active listening skills, feedback

your understanding, and help clarify problems and tasks.

Focus on planning, prioritizing, and accomplishing short-term goals.

Facilitate discussion to assist in choosing a course of action. Ask for a solution.

Victims need to be recognized regularly for their efforts and successes. Recognize them for taking responsibility.

Adopted from The Triangles of Management and Leadership by Paul B. Thornton



Coping Skills

Dealing with the Rescuer:Accountability is important when

working with a RescuerEmphasize and support following

through with their commitmentsImproving time management can

help them prioritize their tasksAssign more tasks if they have

time.Adopted from The Triangles of Management and Leadership by Paul B. Thornton


Coping Skills

Dealing with the Pessimist:Listen to and acknowledge their

perspective but do not let it absorb youRemind Pessimist of the group’s goalsEmphasize the importance of staying

focused and moving forwardCelebrate their accomplishments but keep

them focused on the big picture


Coping Skills

Dealing with the Clam:Ask open-ended questionsDo not fill in silence with your

conversation.Wait calmly for a response. Comment on

what’s happening if you receive no response.

Flow with tangents, they may lead to something relevant.

Develop trust when possible.© Copyright Workers Assistance Program, Inc. 2004

Coping Skills

Dealing with the Complainer:Listen attentively to their complaints. It allows

one to: Let off steam, provide pertinent info, diminish

powerlessnessAcknowledge by paraphrasing main points and

checking perception of feelings.Be prepared to interrupt politely but firmly.Don’t agree, it validates them as blameless.Move to a problem solving mode.If all else fails, ask them how they want the

discussion to end and what end result they want.


What Else Can I Do?

Be open, honest, direct and assertive

Do not blameLet people know the result of

their actionsCreate measurable goals for

employeesTry to determine if a work-

related matter is driving the behavior


More on Effective Strategies

Label the problem

Neutralize them

Understand them

Identify with them

Ignore them

Adopted from Kenneth Stewart, Southern Ohio Medical Center

Involve them

Convert them

Expose them

Stop reinforcing

them


Traps to Avoid

Becoming angry or defensive

Not asserting yourselfBelieving you can

change themWishing they were

differentExpecting the same

pattern/Overgeneralization

Blaming Framing as

negativeNot planning aheadRambling / Unclear

PointsTrying to Counsel

Adapted from Dealing with Negotiation Breakdowns presentation, Dr. Frank Jeffries, University of Alaska & David Posen, MD


5 Steps of Breakthrough Negotiation

Going to the BalconyStep to their sideReframeBuild them a golden bridgeUse power to educate

Adapted from Getting Past No by Ury


Active & Reflective Listening

Decide you want to listen

Ask open ended questions

Ask for clarification

Paraphrase - restate key concepts

Perception checkingSearch for

specificityAsk probing

questionsBacktrack Pacing


Listening

When meeting with a difficult employee:Suspend Judgment: Judgment stops

communication, you may need to take time to digest the communication before addressing an issue

Show Interest: Remove distractions and set aside time to talk. Remember that your body language, tone of voice, and facial expressions are very important

Avoid Lecturing: Just imagine a parent lecturing a teenager - the effect is the same


Effective Communication Steps

Describe difficult behavior objectively: “I noticed that…”Express impact of behavior:

“When I see…our department…”State desired behavior change:

“I need for you to…”Consequences of behavior change and

lack of behavior change:“If you do, I will…” and “If you do

not, I will...”


Techniques for Avoiding Manipulation

Broken RecordFoggingDefusingContent to Process ShiftAssertive Inquiry

Adapted from Bourne


Accountability

Accountability pertains to taking responsibility for actions, behaviors or problems. Not holding someone accountable for their actions is enabling.

Accountability involves addressing behavior or performance deterioration in a timely manner.

Do not take sides or favor employees.Do not make accommodations or exceptions for

difficult employees. Doing so will result in a cycle of non-productive behavior.

Follow the organization’s disciplinary policies and procedures to avoid liability.


Action

Revisit policies and procedures before taking action

Consult with Human Resources if necessaryExpect employee’s denial, blaming of others,

anger or volatile responsesMeet with employee to address difficult

behavior This is an opportunity to provide feedback

and coachingIf response is not positive, begin disciplinary

process


Safe Supervisor Interventions

Develop fair rules and consequencesConduct a fair investigationFollow organizational policiesMaintain confidentiality, respectfulness and

professionalismHave second person present when meeting with

employeeClearly communicate policies, procedures and

expectationsInform employee that his/her conduct breaks policy

and is not appropriate or acceptable

Adopted from Dr. Joni Johnston’s article “The Insubordinate

Subordinate: Dealing with Workplace Rebellion” © Copyright Workers Assistance Program, Inc. 2004

Communicate that behavior must stopReview action that will occur if behavior is not

corrected and steps taken if behavior is correctedDevelop an action planOnly document work-related behavior

and performanceRemember: “Rules and consequences must be

well known by both those who apply them and those who are subject to them.”

- Gregorio Billikopf Encina, University of California

Safe Supervisor Interventions


presented by alliance work partners “your eap specialist” 1-800-343-3822 2010 street outreach...

Documents

difficult employees

individual behavior

pattern of behavior

monitoring behavior

repeated behavior

types of difficult peoplethere

work groups

effective supervisor