"When managing people, if it isn't written down, it's as if it didn't happen."

Many managers are promoted to management positions based on their hard skills. Yet few of them have had training in the area of managing people; especially managing different types of people. The truth is you can't control them, but you can control their environment in the hopes of coaching the employee to better performance.

Management Tips for Managing Difficult People

1.       Encourage their driven attitude. Many employers try to put them on a more realistic path. That is sometimes necessary, but there may be times when it is good to encourage them to pursue their goals. You may be surprised by what they can accomplish with when they have the support of their more knowledgeable coworkers.

2.       Avoid the word "attitude." In managing difficult people, why would you want to avoid saying something like, "Pat, I don't like your attitude?" Because it's too subjective. It's not specific enough.

3.       Focus instead on specific behaviors or the quality of their work. For example, what should you do if every time you delegate a special project to the difficult person, they fold their arms, exhale loudly, roll their eyes, and sarcastically mutter under their breath, "Okay, whatever?!"

4.       Be aware of how you present yourself. When managing people, remember, you are their role model. Be aware of your eye contact. Typically look at the person for two to five seconds. You don't want to stare at them bug eyed! But you also don't want to avoid looking at them because you'll come across as too passive, too wishy-washy. They'll sense you're fear of confrontation.

5.       Provide specific examples of the behavior or quality of work you want. Put it in writing for accountability. When managing difficult people, it's imperative that as their manager or supervisor, you're making their goals and objectives clear. For example, if they're doing clerical work, they are to, "Correct and proofread all required reports for the quality control department." Or if they're in customer service, an example of a measurable, quantifiable, specific goal would be that they are to, Respond to all customer complaints within 48 hours of receiving them.

6.       Be very clear and concise in spelling out the consequences of what could happen if they don't improve. For example, if this is a verbal warning, you might say to the employee, "You know our policy here, and right now this is a verbal warning. As it says in our handbook, if there isn't sustainable and maintained improvement including and beyond the next thirty days, it could result in further disciplinary action. Or, it could even result in termination."

7.       Provide the necessary equipment. This will ensure that the workload in the workplace is lightened. And doing so would go a long way in creating a good managerial platform between manager and people at work place. Equipment should include a functional multifunction printer equipped with laser printer fax copier scanner ink or toner.

8.       Be objective, not subjective. As mentioned, when managing difficult people, be objective by mentioning specific behaviors, or specific declines in the quality of their work.

9.       Be firm with structure. Many managers have reported that people at their workplace feel like they can come to work whenever they want and can be flexible with deadlines. You need to make sure they understand what is expected of them and what the consequences will be when they don't live up to them.

10.       Be part of the team. Managers have found that utilizing a team approach to solving problems can be a good way to help improve productivity of employees and gain their trust.

Understand their tolerance for stress and tasks. Managers have to accept that some level of stress is necessary in the workplace. However, you will also have to work around the fact that they aren't accustomed to the same type of work life that you may be. They need a more balanced lifestyle and want an environment that is engaging. You can't rebuild the entire organization to meet their needs, but you can try to meet them halfway and provide as much of an entertaining and low-key environment as possible.