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Leadership
JUN9,2046@0113PM 188,644 views
6 Tips For Managing
People Who Are Hard
To Manage
Victor Lipman, contrisutoR
I nite about management in ts many forms
FULL BIOW
Management would be easy if everyone you
managed were hard working, collaborative,
and had a great attitude and exceptional
talent. But then it wouldn't be
management. It would be sitting around
doing little while legions of highly motivated
people worked happily and diligently. The
reality of course is far different. Simply put,
some people are easy to manage and others
are hard. And "hard" takes many forms.
Some are talented but not collaborative.
Some are collaborative but not too talented.
Some are too aggressive and others not
aggressive enough. Some are well-
intentioned but high maintenance, moody or
easily distracted. Some are just plain
difficult. And so on. You get the idea.
So how do you manage this challenging
subset of the broader employee population?
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Improve Vulnerability
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In that spirit, here are six tips for managing
people who are hard to manage.
Accept that management is an
inherently complex and difficult job - FREE EBOOK
Don't fight it. Don't waste time and valuable
mental energy wishing it weren't so.
Recognize that frustrations and difficult
situations go with the territory of
management. That's why you're being
compensated more than if you weren't in
management. Approach delicate employee
"issues" positively, like an intriguing puzzle
to solve.
Don't avoid or bulldoze conflict, but
deal with it directly and evenhandedly
- Conflict is the currency of management. If
you abhor conflict, management likely isn't
the right job for you. The best managers
aren't "conflict avoiders," but neither do they
pull rank and roll right over others when
conflicts occurs. Remember, you're going to
have to continue work with these same.
people in the future. Best to look for fair
constructive resolutions, not simply "getting
your way.”
Try to see things through the eyes of
others - Easier said than done, I know. But
there may be reasons why a certain person is
hard to manage. Has he or she always been
this way, or may new external factors be
contributing? Is there anything in your own
management style (hard to imagine, I
know!) that could be triggering an
oppositional response? There were times,
for example, I was unnecessarily
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you can look at a problematic situation
holistically and gain insights into why
someone is acting the way he or she is, that
can lead you to a constructive solution.
Get help when you need to - This is an
easy step, but often neglected. If you work
in an organization of any size, help is
everywhere. Get perspective on a difficult
employee from someone whose judgment
you trust. This could be anyone: a Human
Resources contact, a mentor, your own
manager, a colleague. During my years in
management I went to all of these people at
different times to seek opinions when
employee issues arose. It isn't a sign of
weakness. It's sensible judgment. I found
Human Resources especially helpful and
made a point of establishing close working
relationships with individuals - regardless of
rank - who I felt were especially capable.
never for a moment regretted it.
Set clear measurable job objectives so
's a matter of fact, not debate,
whether or not your employees have
reached their performance targets - I
often write about the importance of
objectives in the management process, but
that's only because I feel well-conceived
targets are so valuable and so neglected.
Why would you not want to have crystal-
clear goals that you and your employees
could refer to often to make sure they're on
track? Tt makes evaluating performance
more concrete and less nebulous. When a
problematic employee isn't achieving goals,
you have something totally tangible to
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Think in terms of assets and liabilities
- An old friend of mine used to say this about
her relationships with men: At the end of the
day, is he an asset or a liability? If he's an
asset, keep him. Ifhe's a liability, let him
go. While perhaps a tad oversimplified, this
approach has applicability for management.
Does a problematic employee still add real
value to the organization? Some of the most
brilliant people I managed were very difficult
- uneven collaborators who liked to do things
their own way. But the benefits they brought
to the company far outweighed the problems
they caused. So they were clearly assets. If
on the other hand they became so disruptive
that their accomplishments were far
outweighed by the problems they caused,
then they'd be liabilities, and it would be
time to let them go. (Always working closely
with Human Resources, of course, to be sure
terminations were handled in the right
way.) Is this a perfect, nuanced lens through
which to view employee performance?
Hardly. But can it help bring some clarity to
the "fog of business"? I'd say yes.
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