I'm a new manager, how should I handle a problem key employee?

Question

How can I assert my authority without coming accross as a complete jerk?

Answer 1

What I do with my employees, is that I am honest and frank with them and down to the point. If there is a problem I address it, business is business.. You have to keep the respect in check with them, or you will have more problems.

How you approach the problem. Your tone , your behavior..I had to address an attendance problem just today with one of my employees.

She was mad because I addressed it , she will get over it. I had not raised my voice to speak to her, I did it in a respectful way. I can't control how she feels when she walks away, but she knows where I stand.

Being new well, your employees in time will get to know you a little bit better and find out how you run things.

Answer 2

First, I would devise a plan to counteract whatever it is that makes this person a "key" employee. Possibly train a current employee with a better attitude, train yourself. What is it that you rely on from this person?

I don't know what business it is but you can easily insert yourself into this persons work; meet his contacts/customers, bird dog him as he gives his speil, teach yourself how to fix the copier. With the exception of being the bosses son-in-law or this is a large "intelectual product" businessyou can gain whatever information this person has.

You don't have to be a jerl? "Hey Bob, I just want to understand how you are so successful so I'm going to go with you when you...."

The bottom line is you need to evaluate or balance out this person's contribution to their expense of being a problem. Will the company actually collapse if he leaves? Am I risking 3 or 4 good productive employees just to hang on to my star?

Sit your star down and say hey you do a good job but your disruptive. I have 10 employees and I can't have one guy messing it up for everybody. Shape up or ship out. Give him a chance to be a good team member but make the consequences of failure clear and be prepared to follow through.

One guy may think you are a jerk but 9 will think you are a great manager.

That is what being a manager is.

Answer 3

It is always good to know your subordinates by name and their job descriptions. As a new manager, you have to meet all of them and get to know each one. The best way is to call for a meeting, after work (so there will be no work disruptions). Then, after having met all of them, you can introduce to them what your plans are for the department (if a big company) or for the company and what you would like to expect from each employee. Then you can openly discuss with them about office rules. Don't forget to project an image of an assured and firm decisive person at the same time one of congeniality so that your subordinates will not brand as a total jerk.

Answer 4

i have been self-employed for about 40 years.
i have faced this problem many times.

i appoint a new manager and one of my key employees decides not to accept the new manager even if means a key employ must go.

i just have a talk with the new manager and explain why i needed a manager in the first place [ to better help me run my business ]. i have never under minded a manager. i stand behind all of his
actions.

call the key employee into your office and try to reason with him as to what his problem seems to be. after you hear him out weigh out what he has said and tell you will talk again in a couple of days.

if you find that his problem can not be worked out with you there is only one thing to do is give him a choice as to shape up or resign. you will find out in most cases he will come around to your way of thinking.

if he goes above your head he should be fired on the spot. that is why i hired you in the first place [ to solve these problems without me having to be brothered ].

do your job or it could be your job on the line.

buck

Answer 5

The best way to be assertive is to state your claim simply and to the point with a even tone. Try not to let any negative emotion show through. Keeping calm and cool while delivering a harsh message will make the message more assertive.

Also plan what you are going to say before you say it, write out a little script, which will help you stay on topic and in control. Pratice on a relative and ask how your tone was, make sure they dont feel victimized. :)

Good luck!

Answer 6

Show this key employee some respect first then explain what you need from them. Call them in your office for a private chat. Explain you respect their work and are happy to have someone like that on your teem. Let them know you value them and ask them to help you out since you are a new manager by showing you more respect in public or whatever it is you need from them.
If you need to say it to make it plain let them know they would be hard to replace and you don't want to have to do that.

Answer 7

For or some reason, I was always blessed with those who wanted off Fridays. And not just planned vacation days.
They'd tell me, Wednesday, they were taking off Friday. Not ask, but TELL!
Or, they'd call off sick Fridays.
It was particularly bad during the summer.
Here;s how I SOLVED IT.
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I explained, the paychecks were prepared by a payroll service, and even though they were given out Thursdays, they were dated Friday.
i explained that people deciding to take Fridays off on Short or no notice were causing problems with customer service ..
Unless it stopped, the plant mgr would not let me hand out checks on Thuersday, payday would be Friday. Anyone not present on Friday would receive their checks the next work day they were in.

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One person was really upset--- the worst offender. The next day, she resigned. problem solved.

Answer 8

Have a team meeting to lay down your ground rules and get everyone's buy-in. If the worker is still a problem. privately discuss with him the issue, and what improvements you want to see by when. Get this in writing and both of you sign it. If no improvement in the time agreed, he is for the high jump.

Everyone is valued, but noone is invaluable.

Answer 9

Meet with him in a private area free from phone interuption.

First start with his/her good points. Something they do well.

Then start talking about "Oppurtunities for Improvement".

Give him/her clear goals on what they can do to improve their job performance. "Benchmarks", if you will.

Maybe meet with them again in a month to see if they have improved or have met their "Benchmarks".

Good luck!