Managing Difficult Employees in Healthcare

Originally published on August 1, 2016 at www.lmshealthpro.com.

By Kristen Brady

There are difficult employees in every profession. However, a problem employee in healthcare can actually affect the patient care in an organization. As other staff members attempt to deal with an employee who is either difficult to work with or who has traits that other employees are unable to deal with, it is up to the manager to handle the situation. These tips can help healthcare managers deal with employees whose attitude, personality or work ethic is becoming a distraction in the workplace.

Everyone Can Be Difficult

The first thing to remember is that everyone can be difficult to work with at one point or another. An argument with a teenager or spouse just before they arrived at work can lead someone to be difficult during the work day. Stress at home or a heavy workload can make even the most easy going staff member snap at another sometimes. These are not the situations to be discussed, however. Problem employees are those who are chronically difficult to deal with. They argue their opinion over and over again or make decisions based on what benefits them rather than the team or the patient. Some may talk instead of listen while others may be disrespectful. In some cases, the behavior is a habit while others have developed the traits over time as a coping mechanism.

Four Types of Difficult Personalities

According to experts, there are four types of difficult personalities. The first is abrupt, domineering and arrogant. They use extreme aggression to get what they want and are not afraid to make a scene in public. The second is passive-aggressive. They often make negative remarks that they pass off as teasing. They often attempt to sabotage leaders and coworkers. The third is a constant complainer who whines and finds fault in everything. They feel it is their responsibility to complain in order to make things right, but they rarely offer solutions. The fourth is unresponsive and disengaged. They often shut down during conversations and avoid answering questions directly.

Managing Aggressive and Domineering Employees

The first step in managing an aggressive and domineering employee is to maintain composure. Aggressive people attempt to deliberately upset others so that they can take advantage by exploiting weaknesses. Although it may be difficult, the first step is to offer as little reaction as possible. Take a deep breath and count to ten before responding. If you reach ten and are still upset, take a time out by walking away in order to calm down. Tell the person that you will get back to them or to let you think about the discussion. Pick your battles as there are times dealing with an aggressive person is not worth your well-being or happiness. However, as a manager, allowing an aggressive person to continually show aggression in the workplace can undermine your authority. When you have to address their actions, approach them on their level and keep the conversation brief but targeted. Be sure to meet with them in private and not in front of other staff or patients. Clearly outline the impact of their behavior using specific examples. Be sure to treat them with respect and remain calm.

Benefits of Aggressive and Domineering Employees

Although aggressive and domineering employees can be difficult to work with, there are advantages to this type of personality type in the workplace. Domineering employees make excellent leaders, especially during a crisis. Their energy can help other employees stay focused and they may be more willing than others to take on new challenges. When discussing the actions of an aggressive person, be sure to point out their strengths. This could help them focus their energies on positive actions rather than negative ones.

Dealing with Passive-Aggressive Employees

A passive-aggressive employee has behaviors that appear to be passive but are actually directed and purposeful. The actions are intended to control others or assign a negative third-party perception so that they can avoid responsibility. It is sometimes difficult to recognize a passive-aggressive employee which makes them harder to control. Once you have identified that an employee is passive-aggressive, you must address their behavior directly. Be sure to focus on your own feelings and not the behavior. Never attack the character of a passive-aggressive employee and make sure you address the situation in private. Confront them about one behavior at a time rather than all at once. If they feel the need to retreat during the conversation, allow them to do so in a dignified manner. Set a time limit to meet with them as passive-aggressive employees have a tendency to let disagreements drag on. Be sure that the person understands that you care about them.

Passive-Aggressive Behavior in the Workplace

Unfortunately, there are no benefits to allowing a passive-aggressive person continue their behaviors in the workplace. In many cases, the passive-aggressive person has developed the behaviors because they have no insight into themselves. When confronted, they feel they are treated unfairly as they may not even realize they are angry and resentful. They tend to procrastinate and are very resistant to change. They have fragile egos and do not handle any form of criticism well. They withhold information about how they feel. When an employee demonstrates passive-aggressive behavior, it must be addressed quickly and efficiently in order to prevent significant damage to morale.

Dealing with a Constantly Complaining Employee

The constant complainer is a fountain of complaints in the workplace. In most cases, complainers can be ignored. Eventually, constant complaints will lead to a confrontation with either management or another employee. The first step to address constant complainers is to schedule a meeting in a private location. Set a time limit of no more than 15 minutes. From the beginning, express empathy. Often, constant complainers simply want to know they are heard. Show appreciation for them bringing the issue to your attention, but make no judgment on whether the complaints are valid. Do not try to convince them that the problems they see are not really an issue as you will not change their mind. Ask them to provide you with some solutions to the problem. If they are complaining about a co-worker, require them to deal directly with the other person. If they cannot without intervention, offer to mediate a meeting between the two of them. Ask if the complainer wants your opinion. In most cases, they will not. They simply want to be heard.

Benefits of Chronic Complainers

Although there are those who simply complain to be heard, chronic complainers can also draw attention to issues within an organization that management may be missing. Pay attention when people complain, even those who seem to complain about everything, as there may be some underlying truth to their complaints. By asking them to provide solutions, you will also learn whether their complaint has merit. If there is no valid solution, the complaint may not be valid.

Dealing with Unresponsive Employees

Disengaged and unresponsive employees have a lack of enthusiasm or commitment to the workplace. They basically “put in time” during each shift with no excitement or passion for their job. Disengagement is a growing problem in the workplace, especially among healthcare workers who are being pulled in many different directions. If you suspect an employee is disengaged, schedule a private meeting and specifically ask if there is a problem. Skip the small talk and get to the point immediately. Explain that they appear to be disinterested in patient care or another aspect of their job and ask if there is a problem. Listen and then confirm what they say to you. Repeat what they say in order to clarify that you heard them. Don’t pressure them to talk. One of the best questions to ask is “If this problem were solved today, how would your work performance change?” If the employee answers with confidence, they are willing to repair the situation. If they do not, they may be in the wrong position. End the meeting with a commitment to action and follow-up with written documentation of what that action will be.

Engagement and Happiness

It is important to understand that engagement and happiness are two different things. An employee who is engaged is invested in the organization. By determining what it is that is making the employee disengaged, you may be able to identify larger problems in the organization that need addressing as well.

Every manager will have to deal with a difficult employee at some point. Understanding the different types of difficult employees can help you learn the best way to manage them effectively, creating a better working environment for management and staff alike.

Leading Management Solutions helps medical practice leaders identify ways to improve operations to increase revenue, employee engagement, and patient satisfaction. Learn more about us at www.lmshealthpro.com.

About the Author:

Kristen Brady is the founder and owner of Kaboom Social Media, your social media marketing and content specialists! Follow her on Twitter: @kb54927

Management Styles for Different Personality Types

Originally published on July 15, 2016 at www.lmshealthpro.com.

By Kristen Brady

Leading a team to success is the sign of a good manager. However, not every manager has the same management style. What may be even more surprising is that one manager may not have one leadership style as a good manager understands that management styles need to be mixed and matched in order to get the most out of their team members. They also understand that a management style that works with one employee may not work with another as each personality styles needs a different type of leadership.

Charismatic Management

A charismatic manager is able to influence others through the power of personality. They are often energetic and inspire passion in others by demonstrating their own. In some instances, a charismatic manager may seem to believe more in their own abilities than the team, but they still keep the team’s best interest in mind. Charismatic managers have the ability to expand a healthcare organization’s position in the market and improve morale in a team. A charismatic leader works best when an employee is introverted but wants their ideas heard. They have the ability to listen and make other members of the group feel heard. Employees who need reassurance and support are often best suited to working with a charismatic manager.

Innovative Management

An innovative leader often thinks outside the box. They are able to see the entire situation and develop solutions that are not what most people would be unable to see. They bring new, innovative ideas to the table and expect those ideas to be put into motion. An innovative leader is not afraid to take risks and, if they do fail, they see it as a learning experience. They are also more likely to listen to the ideas of others and implement those that may seem farfetched to some of the group. Employees who also enjoy thinking outside the box work well with an innovative manager. Those who enjoy spending hours in brainstorming sessions or who believe that the best ideas are those that seem outrageous or silly will thrive under an innovative management style.

Command and Control Management

Command and control managers appear to be rigid. They follow rules and expect others to do the same. When there is an urgency to a decision, they make the decision with little discussion, a benefit in some circumstances such as those that involve safety problems. These types of leaders also do well when decisions are financial or legal. Command and control managers are able to meet deadlines that seem impossible, but they demand immediate compliance. They often employ interactions that are from the top down. Command and control management work best with employees who are extremely detail-oriented and work best with a logical objective. Employees who do not like to be interrupted work best with this type of management system. In some cases, employees who are working on a detailed project may become what is known as “duty-fulfillers” in that they are focused on the project at hand, even if they are not normally that type of personality. In those cases, managers who allow those employees to complete the tasks they need to complete without interruption will see more production from them. This type of leadership also works well with employees who are traditionalists. These are people who like to get things done but use a systematic, methodical method to reach goals. They like organization and straightforward instructions.

Relaxed Management

The complete opposite of command and control management, relaxed managers have a thorough understanding of what is happening but keep themselves from being directly involved. They trust others to do as they are expected to do but they monitor all aspects of the team, providing feedback on a regular basis. This type of management works well in remote settings when team members are in various locations. They also work well when there are multiple leaders but a project has a strict deadline. Employees who prefer to work with little direction do well under a relaxed management style. These types of employees cannot handle micromanagement and prefer to work at their own pace. However, they also need occasional feedback to let them know they are still on track, which is one of the traits of a relaxed management style.

Role Model Management

A role model manager sets high performance standards for themselves and expects their team to meet the same standards. They are not “do as I say, not as I do” managers but act in the same way they expect their team to act. They are able to embrace new projects and work quickly to achieve goals. They also work well when results are needed quickly and action must be taken immediately to achieve those goals. Employee who seem to be very grounded work well with role model management. They want to see someone modeling their own behavior. These types of employees are rarely absent or late for work and they expect their leadership to adhere to the same principles. They will also be outspoken about other people’s behavior if it does not match their own.

Behind-the-Scenes Management

A behind-the-scenes manager includes the entire team in the decision-making process. They provide the tools necessary for the team to succeed, but they stay out of the limelight. Instead, they give the team credit for any results. This type of management often occurs when the leader is elected by an organization, committee or community. They often create a positive culture and have teams with better morale as results are team-oriented. Employees who are conventional, grounded and enjoy contributing will work well with a behind-the-scenes manager. They often work best on their own and may be introverted. They are loyal, hardworking and committed to the tasks they are assigned, but they want recognition for their hard work.

Situational Management

A situational manager links the behavior of group members with their readiness to complete a project. They are directing and supportive but also work to empower and coach those on the team. They are best suited for teams that need refinement or reinvention. Situational managers can sometimes be unpredictable. Employees who are in tune with the emotional environment work well with situational managers. They enjoy two-way communication and the fact that a situational manager will get to know them as a person, not just as an employee. This type of personality develops strong loyalty to a manager and works harder due to that loyalty.

Transitional Management

A transitional manager expects the group to conform even when conformation may be uncomfortable. They expect everyone on the team to do their best and, like the role model manager, performs in the same manner they expect the team to perform. They often encourage innovative ideas and motivate through optimism, enthusiasm and commitment. This type of management style works best with a nurturer personality style. This is a group member who works hard to get along with others and often offers assistance in an understated way. They often volunteer for community activities and are very optimistic.

Throughout an organization, there may be many personality styles. In fact, each employee may exhibit different personality styles depending on the tasks they are performing. The same is true of management. The best leaders exhibit multiple management styles in order to get the best from each person they manage. This may mean changing leadership styles several times a day or even several times an hour, depending on the task at hand. By adjusting leadership styles to meet personality styles, organizations see better morale and less turnover than those that retain the same management style for all staff members. By learning the personality style of those being managed, a good leader can achieve much more than those who simply use the same management style for everyone.

Leading Management Solutions helps medical practice leaders identify ways to improve operations to increase revenue, employee engagement, and patient satisfaction. Learn more about us at www.lmshealthpro.com.

About the Author:

Kristen Brady is the founder and owner of Kaboom Social Media, your social media marketing and content specialists! Follow her on Twitter: @kb54927