Employees: How to manage high maintenance employees

Employees may be judged as high maintenance for any number of reasons. Their volatile and challenging behaviour can range from being argumentative, constantly complaining and sulking through to arrogance and berating others. They may be frustrated at their promotion path, feel undervalued or dislike their job. Some may resent authority and deploy guerrilla tactics to achieve their own ends. Paradoxically, high-maintenance employees may also be your best performers, so you won't want to lose them.

Why is it important?

Most managers have to contend with at least one high-maintenance employee at any one time. Aside from the obvious drain on your time, one of the biggest hazards of hard-to-get-along-with employees is the unnecessary tension they can cause and their effect on staff morale. And at worst, other team members who don't like what's going on may decide to leave. As it's highly likely that you'll come across high-maintenance people again as your career progresses, mastering the techniques for managing them today will make your life easier tomorrow.

What's eating them? Is it you?

Before tackling high-maintenance staff, it's a good idea to reflect on your own role. Do you make unreasonable demands of this person or feel exasperated when they do not meet your own high standards? Have they been put in a job that they are badly suited to? Are you too quick to judge them? Even if you are not the crux of the problem, you may have unwittingly contributed to it, so be prepared to ask yourself some questions.

Take responsibility for dealing with them

Your individual level of tolerance and organisational culture will, to some extent, influence your decision of when to step in, but recognising there is a problem is a critical first step. You then need to find a way of getting to the underlying cause of why they are behaving like they are - until you do, you won't be able to find a solution. Search for clues in their behaviour and invite them to discuss their issues. If information isn't initially forthcoming, start by asking broad questions - 'Are you unhappy at work?', 'What don't you like about your job?' Avoid confrontation and try to exercise diplomacy. Remember that this person may not even be aware that a problem exists. They may also have good reason for behaving why they do or it could be the by product of something they'd rather not talk about.

Focus on the problem

As there are many types of high-maintenance employee, and a wide variety of root causes of their behaviour, different strategies will need to be brought into play depending on the type. Generally speaking, though, it is wise to point out specific examples of their behaviour and seek their view of the situation, as there are always two sides. Be honest and direct about the problem. "Stick to the facts," says Dr Maria Yapp, managing director of business psychologists, Xancam. "Tell them specifically what is worrying you. Stay problem-focused ('how are we going to solve this?'), not person-focused ('you are so unreasonable'). Finally, be prepared to accept that there might not be an outcome that suits you both."

Pander to their feelings of importance

If they're highly talented and straightforward attention-seeking lies at the heart of their behaviour, giving them positive feedback and more of your own time may be enough to satisfy their requirement for special treatment. Soliciting their input on particular problems and issues and involving them in special projects may also help. Be careful not to fix too much attention on them though or other team members may feel neglected and claim unequal treatment.

More trouble than they are worth

If after all of your best attempts they still haven't modified their behavioural excesses, you may have reached the end of your tether and decided there is no other option but to cut your losses. Assuming that your organisation's disciplinary procedure has been followed up to final written warning stage, inform the employee of the decision to dismiss as soon as practically possible.

Where can I get more info?

Books

Dealing with people you can't stand: how to bring out the best in people at their worst, Rick Brinkman, Rick Kirschner, McGraw-Hill Education, £7.99, ISBN 0071379444

201 ways to deal with difficult people, Axelrod, McGraw-Hill Education, £5.49, ISBN 0070062188

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If you only do five things...

1 Ask them why they take the approach they do

2 Reflect on your possible involvement

3 Stay problem focused - don't make it personal

4 Exercise tact and diplomacy

5 Accept there might not be an outcome that suits you both

Expert's view:  Maria yapp on managing high-maintenance staff

Dr Maria Yapp, is managing director of business psychologists Xancam

What lies at the heart of this kind of behaviour?

'Unreasonable' behaviour manifests itself in many different ways; there is no blanket explanation that fits all circumstances.

Typically, we infer intent from behaviour, so problematic behaviour is often misinterpreted as negative intent. The person might be de-motivated for reasons either intrinsic or extrinsic to work.

Alternatively, it could be a simple breakdown in communication - it is often when others do not deliver in line with our expectations that we find them exasperating.

What should you avoid and what will never work?

Don't avoid the issue and hope that it will somehow resolve itself or will simply go away on its own. At the same time, avoid fudging the issue, or skirting around difficult messages.

Do not go into full-scale confrontation with all guns blazing. Hold back on accusations until you are completely sure of your facts. Avoid casting the blame, or saying whose 'fault' it is.

Don't focus on winning the argument at the expense of solving the problem.

Who was your most infuriating employee and how did you tackle them?

An employee started to repeatedly make very basic mistakes and neglect important tasks. I raised the issue and asked about the reason. She admitted her mind was elsewhere, as she was planning to set up her own business. We agreed she would leave within a specified period, but in the meantime her focus on work needed to improve.