Types of difficult employees and how to manage them
By: Fazmina Samat
In the vibrant and diverse workplace landscapes of Qatar, managing a team often involves navigating the intricacies of different personalities and work styles. Among these, handling difficult employees poses a unique challenge for managers and department heads. Maintaining productivity and harmony among the department subordinates requires a consistent effort.
Let's dive into “The Challenger”
One will find that this type of employee questions everything, including policies, and challenges authority. While this type of employee’s critical thinking can benefit the team, their continuous resistance is sure to disrupt workflow. As a means of handling this, managers need to encourage open communication, demonstrate the value of their opinions and redirect their energy constructively.
Pushing “The Procrastinator”
These are the employees who delay tasks, leading to missed deadlines and potential bottlenecks for the team. Department heads need to set clear deadlines, offer support when employees seem like they are in need of it, and monitor progress through routine check-ins.
Dealing with “The Perfectionist”
While striving for excellence is part and parcel of some employees, these types of individuals tend to be overly critical. Due to this, they may cause unnecessary delays and stress on the team. Managers need to encourage how to strike a balance between high standards and realistic achievements. Acknowledge the efforts made by these perfectionists and guide them on prioritizing the given tasks.
Rerouting “The disengaged”
This type of employee lack of motivation. These individuals often appear uninterested in their role and overall workplace. Managers need to understand their reasons for this disengaged demeanor offer opportunities for growth and align their tasks with their area of interest.
Handling “The Drama Enthusiast”
These are the type of employees who bring personal issues to work, creating a distracting and often tense and disturbed atmosphere. Corporate heads need to address their concerns compassionately and emphasize the need for professionalism in the workplace.
Tolerating “The Micromanager”
This type of employee often seems to struggle to delegate and distribute tasks and is often constantly monitoring every little detail thereby hindering team autonomy. Managers are required to handle them diplomatically by communicating the importance of delegation and trust in fellow members. Encourage them to set clear guidelines and receive periodic updates rather than constant supervision.
Setting off “The Passive-aggressive Communicator”
These are the kind of employees who express their dissatisfaction indirectly, undermining team morale and causing misunderstandings. To mitigate this, managers need to open direct communication, address conflicts before it progresses and provide a safe space for employees to express their concerns and find reasonable solutions.
Managers must understand that handling difficult employees in Qatar’s diverse workspace requires a certain blend of cultural awareness and empathy. Handling them with a combination of understanding open communication and proper guidance from corporate heads can transform difficult situations into opportunities for growth.
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