Have you heard the phrase, "teamwork makes the dream work"? Yes, it's catchy, and it rhymes — but it's also the truth. Productivity, morale and exceptional customer service benefit from teamwork and the sense that employees and their leaders are all working together to achieve a common set of objectives. But all too often, teamwork is disrupted by a “problem” employee or employees who dismiss or ignore basic concepts like respect for others and human dignity. Inappropriate behaviors such as these (and many others) poison the workplace and stand in the way of leaders’ best efforts to inspire their teams.

When I talk about "problem" employees, I'm not referring to people who merely underperform. I'm singling out those who regularly engage in behaviors such as:

• Demeaning others by making rude or condescending comments
• Speaking and-or acting with hostility (shouting, slamming doors and throwing temper tantrums)
• Criticizing or berating co-workers in a performative fashion (in front of others)
• Displaying insensitivity and a lack of respect for clients and peers
• Physical and/or verbal abuse
• The instinct to attack as a response to constructive criticism
• Acting as if the rules don’t apply to them
• Bullying
• Compulsive complaining
• Disappearing (calling in sick regularly, missing meetings, etc.)
• Undermining leadership and the organization

These behaviors cannot be allowed or tolerated in any workplace, and it’s the responsibility of leaders to take the proper action.

Do you know what to do when your team or organization is suffering from the presence of a toxic employee?

The Differences Between Problem Employees and Low-Performing Employees

It’s important to distinguish between low performance and misconduct because you need to take the appropriate approach as a leader. Low-performing employees are often disengaged, uninspired and in need of the proper coaching from you.

Employees who engage in toxic, disruptive behaviors, on the other hand, require you to take different, more assertive types of action.

Managers often confuse negligent behaviors with poor performance. Naturally, misconduct usually leads to poor performance, but low-performing employees are not always guilty of bad behavior. What makes this particularly challenging for leaders is when toxic employees are actually delivering on their job requirements and responsibilities. I have heard this time and time again from leaders inside the organizations that I work with: “He or she is still around because they do their job." Or "We cannot afford to lose them because of their expertise.” The excuses I have heard are endless, and the brutal reality is I would call that abdicating responsibility as a leader.

The 9 Mistakes Leaders Make with Problem Employees

#1 — Tolerating Bad Behavior from Productive People
As alluded to above, one of the biggest mistakes I notice leaders making when dealing with problem employees is a tendency to tolerate bad behavior when it’s being exhibited by someone who may otherwise be a productive performer. No matter how productive a person is, high performance can never make up for toxic behavior. There can be no tolerance for it, and it's up to you, as a leader, to recognize the problem and address it, regardless of the difficulty. This is a big one, and it will surely test your mettle. But dealing courageously with such issues is what leadership is often all about.

#2 — No Consequences
It’s critical that you establish clear consequences for bad behaviors. You can’t pretend that you’re never going to be confronted with poisonous people within your organization. Therefore, you need to make it clear to everyone that there are specific repercussions for behaviors that are disruptive, demoralizing and go against the grain of your organization's code of conduct. If you don’t establish consequences, problem employees will feel that they have free reign to cause trouble. And you need to know that some behaviors (sexual harassment, physical abuse, threats, bullying, etc.) will not be tolerated under any circumstances — these behaviors should be cause for immediate and decisive termination.

#3 — No Awareness (Until It’s Too Late)
Leaders who isolate themselves from the issues within the workplace tend to become aware of problems only after they've caused irreparable damage. You can't afford to cocoon yourself; it's your responsibility to know what's going on so you can take effective action immediately.

#4 — No Confidence
Sometimes bad behaviors need to be dealt with swiftly and decisively. But if an employee shows remorse and a real desire to correct their bad behavior, you need to show confidence in their ability to improve provided it does not fall into the categories we highlighted in point #2. Otherwise, the employee will revert to his or her problematic ways.

#5 — No Plan for Improvement
When you've identified and confronted a problem employee, it's vital to ensure they have laid out a course of action that leads to improvement. Identify specific steps, benchmarks, and timelines and then hold the employee to them. Do not just give them a plan that you think will work. Have them create their own, so they have ownership and accountability to deliver upon it. Telling them what to do is the command control style of management; leadership is about instilling ownership and responsibility in your people.

#6 — No Documentation
You need to establish (with the assistance of key HR personnel) a means through which complaints about problem employees can be submitted and managed. You should also take note of the key points of conflict when you notice issues arising. The most toxic employees understand how to slither their way out of consequences. Documentation keeps them from getting away with their unacceptable and inappropriate behaviors.

#7 — Lack of Self-Awareness
Sadly, problem employees sometimes engage in disruptive and abusive behaviors because they feel enabled by their bosses. Or they simply follow the examples set by their managers. How are you behaving? What standards are you setting? Have regular check-ins with yourself to ensure you’re acting as a model of decency and respect, and if you find that you’re not living up to the standards that you’ve set for your people, you need to straighten up immediately or perhaps seek help. More than likely, if this is the case, it will only be a matter of time before your respective leader approaches you regarding your behavior.

#8 — “Bad Mouthing” the Problem Employee
Sometimes we see ineffective leaders that fail to confront problem employees, choosing instead to talk about them negatively. They do this to show that they’re aware of the problem and to create an appearance of action. But this only exacerbates the issue. It’s time to put your big boy or big girl pants on and grow up and deal with the issue head-on. It will eventually become a reflection of you if you choose to join the office banter vs. taking action as a leader.

#9 — Being Afraid to Let the Poisonous Person Go
Firing an employee is at the top of the list of difficult tasks for leaders. However, when that employee is not only bad for business but is the cause of suffering for others, it's the right thing to do. You must have courage, and you have to be able to act authoritatively when it’s time to let a problem employee go. Don’t make excuses. Don’t delegate it and do not wait until the behavior becomes worse.

Great Leaders Deal with Difficulty Impeccably

It would be nice if we lived in a world where problem employees and toxic behaviors didn’t exist. Sadly, that world is not the one we live and work in. If you're a leader, your role requires you to be a coach, mentor, and source of inspiration. But it also demands you to deal with difficult people and challenging situations. Toxic behaviors and bad employees cannot be allowed to disrupt and poison your organization. Be a leader and don't make the mistakes that would enable problem employees to drag your organization down!

Let’s Talk

How do you deal with problem employees and bad behavior in the workplace? Do you have stories and experiences to share? I would love to hear from you so please call me at 1-855-871-3374 or send me an email at joanne.trotta@leadersedgeinc.ca.