How to Neutralize a Toxic Employee

Lynn E. Lawrence, CMSgt (ret), CPOT, ABOC

Faye Wattleton- “The only safe ship in a storm is leadership.”

Which is the toxic employee?

Objectives This lecture is designed to

educate Office Managers and employers and techniques used to resolve issues with a troubled employee. 

Documentation and counseling techniques will be discussed and sample forms will be provided. 

A tool to develop  “Traits of a good team player” will be highlighted.  Points from Federal Labor Laws will be discussed. 

Overview

Define Toxic Employee

Impact upon team Hiring Office Leadership Position

description Performance

feedback Documentation Follow-up actions Termination point

"Let no man pull you low enough to hate him” unk

Fairness Test Is it the employee or

the environment

Does the office have rules and borders

Is office leadership visible

Has every effort been made to reform employee

Define Do you have a formal training

program?

Does the employee know and understand their responsibilities

Is it written down (PD)

How do you correct performance deficiencies with your employees

Is your feedback candid and specific (not about feelings)

Ask the audience

Tell about the change in jobs

What is a toxic employee?

What is a Toxic Employee Someone who consistently

brings the team down

Great effort has been made to reform this individual

The individual does not understand that they are on a team

Refuses to work synergistically with others, always involved in drama (usually at home too)

Office Identity and Direction Mission Goals Vision Lines of Authority Standards Leadership Sync Accountability Equity Employee Buy-in

Ken Blanchard-“ None of us is as smart as all of us.” Synergy is what makes the team invaluable.

Here is a sign…prevent HAs If you make an

attempt to establish goals and direction for the office and you have an employee that refuses to give the change a try…this is a sign that the employee has confusion with their role in the office…you need to re-direct…

Teach Professionalism:

Having an awareness of how your actions, body language, and words affect others

Being accountable for one’s action Learning to master skills of the trade Leading by your example Having a passion that cannot be

stopped

Professions have a body of

knowledge, scope of practice, agreed upon values, oath or code and accountability to our society for their profession and their professional behavior.

What conduct do you allow in your office?

Where do we start?What is a profession?

An occupation requiring specialized knowledge and often long and intensive academic preparation

Conforming to the technical or ethical standards of a profession

If you own the practice, you shouldn’t feel like the matador

Office Leadership Span of control Set high standards for

your staff Describe acceptable

behavior for your office

Post your standards Reward openly,

correct in private Set the bar for

“Becoming an expert”

Protect The Practice Document, Document,

Document, and document some more

Perform incident reports

Identify witnesses, time, dates, everything

Keep am accurate log

Team Communication Listen to your staff!

Make sure they listen to you!

Jesus Story:

- Learn good listening skills- Don’t prejudge

"Our lives begin to end the day we become silent about things that matter".Martin Luther King Jr.

Communicate Requirements

From the beginning set the bar high The interview

Clear and tangible rules Office goals that are posted,

easy to see Only post those you will

enforce or it will devalue all the other rules

Develop a feedback system Formal feedback Regular basis…they know it is

coming

Tangible Feedback is critical

PERFORMANCE OF ASSIGNED DUTIES Quality and Quantity of work: Timeliness of Work:

KNOWLEDGE OF PRIMARY DUTIES Technical Expertise: Knowledge of Related Areas: Applies Knowledge to Duties:

COMPLIANCE WITH STANDARDS Customs and Courtesies

CONDUCT Responsibility: Support for Organizational

Activities: Respect for authority: Maintenance of Facilities:

SUPERVISION/LEADERSHIP Sets and Enforces Standards: Initiative: Self Confidence: Provides Guidance/Feedback: Fosters Teamwork:

  INDIVIDUAL TRAINING REQUIREMENTS

Upgrade Training Professional Education: Proficiency/Qualification:

COMMUNICATION SKILLS Verbal: Written:

  ADDITIONAL FACTORS

Values: Demonstrate Integrity: Service to Others Before Self: STRIVE FOR EXCELLENCE IN ALL THEY

DO:

Education:

Observance Cycle

Set clear standards

Observe behavior Conduct the

interview Give honest

feedback Positive Negative Corrective

Monitor progress Positive Negative

Perspective is everything!

If an employee feels they can get away with something, they will push until they get what they want or someone in leadership puts a stop to the foolishness

Office behavior is dictated by those in leadership, not by those in subordinate situation

Review of Organizational Norms

Norm Positive Effects on Norm

Negative

Organization and personal pride

- People see themselves as a part of the team- They display ownership

-High work standards-Pride in accomplishments-Workers feel stake in outcomes

-People quick to criticize-Show little concerns for problems-Treat job as a 8-5-No after-hour involvement

Teamwork/Communication

-People are open-Information freely shared-Rewards/recognition shared

-Shared information and expertise more effectiveness-Cooperative atmosphere-Open communication maintained

-People hold vital information-People go out of their way to make themselves look good-Always looking out for himself

Leadership/Supervision -Open door policy active-People come to the boss for advice-Work gets done without the boss present

-Less psychological gaming-Supervision f0cused on leading, helping, and developing

-Cats away, the mice will play-Subordinates only communicate when forced-Subordinates get quiet when boss enters room-Boss trying to catch workers doing wrong

Customer Relations - Attitude that everyone’s time/ mission is of value and treated with respect

-Satisfied customers-Customer feedback is seen as a motivator by workers and supervisors

-Complaints from patients-Lack of respect shown by workers-Rudeness, apathy, anger, displayed-Keeping others waiting

Profitability/Cost Effectiveness

-Funds outlive budget-Little waste-Workers question cost

-Funds available for priority items-Essential items last longer

-Blank checkbook mentality-Trash can always full

Innovativeness/Creativity

-Workers experiment with new ways-Active suggestion program

-More effective methods surface-Creative people motivate to improve output

-People criticized for new ideas-Nothing new in years-Listening is not an acquired skill

Training/Development -Unit fully supports training (OJT, PME, off-duty education-Training is vital part of job

-More qualified people to do tasks-Experience workers free to take on tough taskings-Able to adapt to new technology

-Training program routinely miss target dates-High qualification failure rates-Slow to adapt to new systems

Leadership visibility protects all?

Why do you call yourself a leader?

Doc, office manager, are you afraid of coming out of your exam room because of staff drama?

Afraid of getting involved?

Doctor/Office Manager do you wait until things are on your last nerve?

Do you allow shouting matches

You need to turn the staff away from negative behavior

Leadership Teambuilding Goals Identify leadership Polite Why we are here Eliminate chaos…bid

for power…who is in control

Constructive criticism Esprit de corps Team concepts Continual improvement

processes Conflict resolution Professional treatment

S.M.A.R.T. Goals to accomplish

Specific Focused on critical items

Measurable Concrete deliverables

Achievable Produces highest

performance and motivation

Relevant Currency on important

issues Time based

Must have deadlines

Make a score card to track the goals

Use a thermometer or some other device to show progress for all

Hiring Practices

An apprentice period

Probationary period

Don’t trust the interview

Check “Facebook” Check with

previous employers

Check letters of recommendation

Don’t trust a feeling

Review Job Description

Review job description

Document strengths

Document weaknesses

Document concerns

Document tangible plan for change

Document next follow-up date

When things are not following the plan, be the bull

Performance Counseling A systemic, two-way

discussion between supervisor and subordinate concerning duty performance as compared to established standards and goals

Feedback supports individual growth…directional progress Upward downward

Always have previous evaluation available

Additional Factors Values: Demonstrate Integrity: Do they so what’s right even

when no one is looking? Can they be trusted? Do they tell the truth? Do they cut corners?

Service to Others Before Self: Do they try to avoid work? Do they put in extra hours when needed without complaining? Are they willing to go to the extreme or do they try to get out of assignments?

STRIVE FOR EXCELLENCE IN ALL THEY DO: Do they do the best job possible? Are they committed to dong it right? Do they pass the buck or not accept responsibility?

Education: If they’re finished their standard training requirements, are they trying to improve themselves? (education/away from the office) Are they involved in any professional organization?

Feedback Strategy Be clear on expected

outcomes

Plan what you will say

Have the strategy in your mind

Use the “I” message, it demonstrated responsibility and authority

Have the employee repeat back expectations

What is the best way to reward?

Get rid of the workers that won’t work as a team

Cut the cancer off of the team

Assist those who find it difficult conforming to the plan to transition into another environment more conducive for their personal growth

Guidelines for Effective Feedback

Deal in specifics (tangibles) Avoid general statements Behavior, effect, thoughts Quality, quantity,

timeliness, cost Focus on actions

Must be non-threatening Determine time/place

Give FB ASAP/avoid waiting Refrain from including

other issues Avoid topics not FB related

Re-train – Re-teach

Make every effort to reform employee

Document, document, document

Document some more

Let them know they are being monitored

Be specific Be clear

Customer Irritant Examples

They never use my name

They ask me to repeat info already given

They never admit mistakes

They are not well groomed

They talk to their friends instead of the patients

They talk on the phone while the patients wait

They act condescending

They lie about what they have done

They give rules with no explanation

They blame the computer They won’t look me in the

eye They make stuff up in their

answers They smile and don’t mean

it They give a smart flippant

answer They don’t listen to what I

have to say They question my honesty

10 Ways to Driving the Boss Crazy

Punctuality Poor communications Feedback/follow-up

actions Poor accountability The “Blame Game” The “I told you so”

attitude Turn down opportunities Spreading rumors Drama Queen/King Never satisfied

Fun Tools Sign for staff door:

We are NOT paying you to have a bad day!

Keep an application for Burger King by the time clock

800mg Suck it up

500mg Happy Pills

1000mg Kaboom

1000mg Fruit of theSpirit

Very important leadership principles re-emphasized

Be in charge

Be focused on goals

Be clear

Praise in public

Correct in private

Guidelines for Conflict Resolution

Outline acceptable steps:

Be firm and respectful

Describe specifically the behavior or situation

Express clearly what the concerns are

Suggest alternatives for agreement

Consequences for negative impact on team performance, strive for consensus

What do you practice at home?

3 Things that make things better

3 things in life that once gone can never come back Time Words Opportunity

3 thing in life that can destroy a person

▪ Anger ▪ Pride ▪ Unforgiveness

3 things in life that are most valuable Love Family and friends kindness

3 things in life you show never lose Hope Peace Honesty

Conflict Resolution Staff members must

know the negative impact of un-necessary drama

Communicate expectations of professional maturity

Provide opportunity to improve

Take action ASAP when there is a disruption that negatively impacts the office

Get all of the factsAs long as there are people the will be conflicts

Staff Conflict ResolutionU.S. Department of Labor

Interview question

Question: What notices must be given before an employee is terminated or laid off?

Answer: The Fair Labor Standards Act (FLSA) has no requirements for notice to an employee prior to termination or lay-off. In certain cases, employers must give the workers advanced notice of mass layoffs or plant closure. The Warn Act provides specific information on advance notice, employer responsibility and workers rights during mass layoffs or plant closure.

http://www.dol.gov/whd/state/state.htm

Accountability

There is no reason to have rules that you will not enforce

Failing to enforce any rule, devalues every rule

Accountability enforces leadership

Standards An office with high

standards will have high motivation

An office with loose standards will have plenty of drama

Leadership will have to set the example of the standards

Terminator When every effort has

been made and the risk is not worth the investment…terminate the relationship

A new work environment may be just what the person needs to appreciate their job!

Story Time An economics professor at a local college made a statement that he had never

failed a single student before but had once failed an entire class. That class had insisted that Obama's socialism worked and that no one would be poor and no one would be rich, a great equalizer. The professor then said, "OK, we will have an experiment in this class on Obama's plan".  All grades would be averaged and everyone would receive the same grade so no one would fail and no one would receive an A... After the first test, the grades were averaged and everyone got a B. The students who studied hard were upset and the students who studied little were happy. As the second test rolled around, the students who studied little had studied even less and the ones who studied hard decided they wanted a free ride too so they studied little. The second test average was a D! No one was happy. When the 3rd test rolled around, the average was an F. The scores never increased as bickering, blame and name-calling all resulted in hard feelings and no one would study for the benefit of anyone else.  All failed, to their great surprise, and the professor told them that socialism would also ultimately fail because when the reward is great, the  effort to succeed is great but when government takes all the reward away, no one will try or want to succeed.

martralyn@msn.com

http://lynnslecturehelp.wordpress.com

Thank you