Correcting Employee Problem Behaviour

Correcting Employee Problem Behaviour

Organizations live or die on the quality of their managers. Their ability to modify or correct problem behaviour in the post-pandemic era and elevate performance expectations is a critical skill they must now master. It’s especially challenging to foster team collaboration and cohesion when different personalities work side-by-side as well as remotely to deliver on increasingly demanding, creative and complex tasks. Inevitably mistakes are made and, if sub-standard performance issues aren’t quickly and effectively addressed, they’re far more likely to compound.

Added to these consequences is the seismic shift in the employer-employee relationship currently underway – one that heightens the greater importance of manager relatability, especially to younger, more mobile workers, and prizes the retention of those who feel a sense of genuine connection to the organization’s mission. Rehabilitating problem behaviour is also an investment as a talent war rages amidst unanticipated new forces in the workplace that include quiet quitting and the great resignation.

Most managers are either unwilling or incapable of dealing effectively with workplace conflict and thus they tend to overlook minor annoyances and frustrations in the hope that unacceptable behaviours will somehow change on their own. But that never happens – they become chronic, then invasively spread among the workforce as others see it unaddressed. Knowing how to initiate timely, constructive conversations, offer candid and beneficial feedback, confront sub-par performance issues and adroitly handle disagreements and pushback is the focus of this one-off presentation by Dr. Jim Murray. His bio will tell you everything you need to know about his expertise in this area – you can find it at www.Smartleaders.ca.

Curriculum:
❏  What best predicts productivity, loyalty and tenure
❏  The primary causes of employee problem behaviour
❏  How managers contribute to mediocre performance
❏  Why employees don’t tell you what you need to know
❏  Rules and caveats of giving and getting honest feedback
❏  Phrasing remote, ethnic and generational feedback
❏  The effect of tough and nice managers on engagement
❏  The difference between being a boss and being a coach
❏  Conducting helpful check-ins during uncertain times
❏  How to confront problem behaviour when feedback fails
❏  Conflict management basics and levels of confrontation
❏  How to deliver criticism when serious mistakes are made
❏  Dealing with the little things before they become big things
❏  How to disagree: A better way to get your point across
❏  Includes a pre-course workbook with tasks and readings

**  Includes a Pre-course Workbook of tasks and supplemental readings.