by Janice Capasso

Created on: September 30, 2009   Last Updated: October 01, 2009

As managers, we juggle multiple responsibilities on a daily basis. In addition to setting and adhering to corporate goals, prioritizing workloads, monitoring expenditures and handling our own day-to-day tasks, we must also tackle the roles of teacher, mentor, psychologist and referee as we try to coordinate the many personalities and talents of our staff into a cohesive, functional unit.

There is inevitably a wrench in the works. That one employee who throws us for a loop. Whether they are outwardly rude or inappropriate, socially inept, or simply cannot get along with others, they continuously challenge us.

Consider this example: A particular employee is loud and disruptive on a daily basis. Frequent rude outbursts can be heard without warning, often involving cursing: "Oh for Christ's sake!" and "Aw, crap! You are SO stupid!" or "What the...! Who's been using my computer?!" Often accompanying these gems, you hear what sounds like a moose bellowing, except this individual is now yawning, out loud, repeatedly and in dramatic fashion, as if all the caffeine in the world wouldn't make a dent. But hold on! Now this employee is bouncing a stress ball against his cubicle wall. Five minutes later, he lets out an earth-shattering sneeze ending in what sounds like an advertisement for Yahoo! It can be heard clear across the floor by other departments.

While this may sound like comedic material conjured up to inspire laughter, it is a real-life example. The behavior sets people talking; causes others to question what might be wrong with this individual and has a ripple effect that, if left unchecked, will ultimately erode morale and productivity. Ignoring the problem is not an option. On the other hand, behavior modification can be difficult and in some cases may even require intervention from Human Resources.

So, how best to deal with such an employee? As managers, we are responsible for the professional development of our staff members. We are not doing them any favors, or allowing them the opportunity to reach their full potential, if we do not address these issues and take steps to help the employee overcome them. For example:

Step 1: Set a formal meeting with the employee; preferably at a time when your patience is not already worn thin for the day.

Step 2: Focus on the specific behavior and its impact on the work environment in order to avoid personally offending the employee. For example, rather than say, "You are loud and annoying," try something like, "You

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