How do you deal with employees who are technically proficient but whose behaviors undermine the team and cause conflict throughout the office? Yes, you could fire them. But the other option is to assume the employees simply don't know how to behave appropriately. The better option is to coach them on the specific behaviors you desire.
Here's a great example of how one manager laid out her expectations. In this case, John and Jill were both having issues communicating effectively with one another (Jill reports to John). My client developed the following plan for communicating her expectations to the two of them.
- Express my concerns with how they communicate (or do not communicate) with each other.
- Identify what my expectations are for both of them with respect to working with each other.
- Map out, at a high level, the types of assignments Jill will work on over the next six months.
The important thing my client did was to write down her expectations in advance. This enabled her to be very clear in her communication. And it enabled all three of them to have a very organized discussion of each expectation.
These are the written expectations that my client developed and gave them.
Happily, for my client, both John and Jill appreciated these detailed expectations. Each expressed that it was important that they communicate more effectively. After the meeting, Jill taped the expectations to her computer. A few days later, John did the same. My client noticed a distinct change in their interactions. When she praised them for this change, John said: "Thank you for being a good boss. I didn't realize what I was doing. I just needed to know."
This post was originally published at Leading-Resources.com.
Source: Eric Douglas.