This document discusses difficult or "bad apple" employees. It defines a bad apple as a subpar employee who causes an emotional drain on coworkers or negatively impacts performance. Bad apples have behavioral issues that make them incompatible with their jobs. Their issues may be explicit, like tardiness, or implicit and hidden, such as always seeking credit for others' work. The document outlines various types of bad apples, including gossips, backstabbers, and bullies. It stresses that the goal is not to appraise bad apples' productivity but how they influence others. While problems have solutions, changing bad apples' attitudes and work habits can be difficult. The document provides tips for addressing bad apple behaviors through assessment, accountability, direction

4. Its all about difficult people…

5. Your take on difficult people…

6. Your take on …….. people…

7. Difficult People - doesn’t sound good

10. During the course of presentation we will be referring them as

11. Why BAD APPLES?
Why not BAD PINEAPPLES?

12. A BAD APPLE can spoil the whole bunch

13. Attributes of BAD APPLE

14. Especially Troublesome and Difficult to work with

15. Someone who runs tapes in their own head – Poor Listener

16. Jealous

17. Insecure

18. Misfit for the Job – BAD Hiring

19. We all are humans then what makes some of us so difficult that every
other person finds difficult to work with them – BAD APPLES.
Is that difficult people are BAD or something else...

20. Difficult people have
BEHAVIOURAL ISSUES.
ISSUES.

21. BEHAVIOURAL ISSUES.
ISSUES.
Extremely difficult to Identify

22. BEHAVIOURAL ISSUES

23. Explicit – Identifiable

24. Implicit – Hidden

25. Behavioural Indicators
A close look…

26. Explicit – Visible, identifiable
•Tardiness
•Complete disrespect for Time
•Not following Instructions
•Arrogant and rude
•Argumentativeness
•Lack initiative
•Disinterested and
•Disoriented

27. Implicit – Hidden, not easily
identifiable, extremely difficult to trace

28. Implicit – Hidden, not easily
identifiable, extremely difficult to trace
Always create Good Impression in
presence of superiors but make the lives
of their colleagues miserable in absence
of superiors

30. Implicit – Hidden, not easily
identifiable, extremely difficult to trace
Always highlight the close relationship of
trust and worthiness with their superiors
amongst their colleagues in absence of
superiors

32. Implicit – Hidden, not easily
identifiable, extremely difficult to trace
Always put up a good Upfront but makes
team workers work environment
miserable

34. Implicit – Hidden, not easily
identifiable, extremely difficult to trace
Always try to pass the buck and often
very suggestive in deciding the role and
job to be assigned to their peers

35. Implicit – Hidden, not easily
identifiable, extremely difficult to trace
Always throw their weight around

37. Implicit – Hidden, not easily
identifiable, extremely difficult to trace
Bad Biting

38. Implicit – Hidden, not easily
identifiable, extremely difficult to trace
Seek praises, credits for work done by
others

40. Implicit – Hidden, not easily
identifiable, extremely difficult to trace
Always with Excuses and Justification

41. Implicit – Hidden, not easily
identifiable, extremely difficult to trace
Sneak peek into others work, what they
and what they are not doing

43. Implicit – Hidden, not easily
identifiable, extremely difficult to trace
Above all they are always BUSY
MULTITASKING – Big NO

44. The crux of the problem is not to
appraise personal productivity of
BAD APLLES, but to check how they
influences productivity
of others

45. BAD APPLE behaviour do not
contribute positively to the growth
of the organization, and has
adverse implications on
Overall performance

46. All the employees MUST positively
contribute to the organization
Even one person not contributing
positively can have serious
impact.

47. Any employee who does his/her
job BADLY is obviously a problem,
but the one who DRAGS DOWN
the work of others is
very DANGEROUS and to identify
such person in the organization or
team is tough job.

48. Human Behaviour

49. EMOTIONAL RESPONSE - Action

50. EMOTIONAL RESPONSE - Neutral

51. EMOTIONS = Energy in Motion
EMOTIONS = Disturbance (Negative)
PEACEFUL = BALANCED and STABEL ENERGY
FEELINGS = Perception of Touch (Physical/Mental/Spiritual)
FEELINGS = Automatic response / flow, which when gets
blocked by attachments converts to EMOTIONS
FEELINGS = usually Positive
EMOTIONS = normally Negative
EMOTIONS are FELT
Our BEHAVIOUR is governed by our
EMOTIONS

52. Understanding the BAD APPLE
behaviour enables to get CLOSE to
the problem thereby the solution.

53. Behavioural Issues

54. Behavioural Issues
They don’t like the work environment

55. Behavioural Issues
They don’t like the work environment
They don’t like their co-workers
co-

56. Behavioural Issues
They don’t like the work environment
They don’t like their co-workers
coThey don’t like their Superiors

57. Behavioural Issues
They don’t like the work environment
They don’t like their co-workers
coThey don’t like their Superiors
They feel neglected – not involved

58. Behavioural Issues
They don’t like the work environment
They don’t like their co-workers
coThey don’t like their Superiors
They feel neglected – not involved
They suffer from skill set
deficiencies, which they try to
match or cover up

59. Behavioural Issues
They don’t like the work environment
They don’t like their co-workers
coThey don’t like their Superiors
They feel neglected – not involved
They suffer from skill set deficiencies,
which they try to match or cover up
They are experiencing personal, health
or family problem
ABOVE ALL…

60. Difficult people have Basic
PERSONALITY TRAITS
that are
incompatible
with the job

61. Misfit for the Job – BAD Hiring

62. A bad apple is
bad for
everyone

63. A BAD APPLE is a
SUBPAR EMPLOYEE
who causes an
EMOTIONAL DRAIN on
the people in the team, or
DRAIN RESOURCES, or
NEGATIVELY AFFECTS
the overall
Performance

64. Bad Apples are
blessed with
BAD ATTITUDE
that wears downs
the overall
productivity

65. Nobody is perfect and as a
matter of fact perfection is not
expected at all times from
everybody
BUT
what is expected at all times
from everybody is
SOLID DEPENDABLE WORK

66. Bad to the CORE

67. BRUISED

68. BAD Apple isn’t someone who
makes the OCCASIONAL MISTAKE,
but has a DISTINCT ONGOING
PATTERN of certain type of
behaviour or failure.

69. APPLE is
BAD to the CORE or BRUISED
depends upon the
BEHAVIOURAL PATTERN – EMOTIONAL RESPONSE
DIFFICULT TO DIAGNOSE

70. BAD to the CORE
Distinct Ongoing Pattern

71. BRUISED
Occasional mistakes

72. ANNOYING BAD APPLES
Every organization MUST establish boundaries that keep employees
annoying behaviour to minimum

73. MENTORING

74. SHELTERING

75. Categories of BAD APPLES

76. GOSSIPER

77. GOSSIPER - Blabbermouth

78. GOSSIPER – Workplace Gossip

79. Highly unproductive

80. BACKSTABBER

81. Not Trustworthy

82. PASSIVE - AGGRESSIVE

83. Sins of Omission

84. Avoid written communication

85. WASTER

86. WASTER - TIME

87. WASTER - RESOURCE

88. NARCISSIST

89. Self Obsessed

90. Whistleblower

91. Comfortable, Easy Work Environment

92. Create Stress for others

93. AGONY AUNT

95. Defensive

96. Inflationary

97. LAZY BONES

99. COMBATANTS

100. Very argumentative

101. POISONER

103. Love CHAOS

104. Love to Criticize

106. BULLY

107. THE SLOB

108. Shabby and Unhygienic

109. THIEF

110. THIEF
Ideas

111. Misrepresent

112. WHINER

114. CAREER CLIMBER

115. High Aspiration & Low potential

116. Good Manipulators

117. JOB HATER

118. Eternally Miserable

119. SO MANY .... BAD APPLES

120. PROBLEMS do have
SOLUTIONS..
SOLUTIONS..

121. Assess

123. Identify BAD APPLE and their behavioural attributes

124. Provide JOB DESCRIPTION
Make them UNDERSTAND
Assign RESPONSIBILITY
Make them ACCOUNTABLE

125. Extend help when NEEDED

127. Give CONSISTENT Directions

128. Respect and Reward QUALITY WORK

129. And if NOTHING works.... then
works....

130. Withdraw all IMPORTANT ASSIGNMENT

131. Move them to Another DEPARTMENT or TEAM

132. Discuss IMPLICATIONS for their BEHAVIOUR

133. Issue them WARNING

137. BAD

138. GOOD

139. From BAD to GOOD is a TRANSITION

143. If they can be encouraged to
change their Attitude

144. If they can be Persuaded

145. If they can change the Work Habits

146. Only then we can extend HELP!

147. Behavioural Issues are difficult to trace

148. Every behaviour that a person exhibits
Is MOTIVATED by
Something……

149. People either act out their EMOTIONS
By taking ACTIONS to achieve a certain OUTCOME
Or
They have deeply ingrained HABBIT, FRUSTRATION
Beyond their CONTROL

150. DEALING with BAD APPLES

151. FOCUS on the PROBLEM
Why the PROBLEM needs to be RESOLVED?
What can be done for IMPROVEMENTS?
How the person concern thinks (BAD APPLE)?

152. BAD APPLE tendency
To the CHANGE the Topic
To highlight their own concerns
To Emotionally blackmail
To Blame others
To be on the Edge to Dodge and weave
throughout the conversation

153. REMEMBER
Avoid CONFRONTATION
Avoid all DEVIATION
Avoid all ANNOYANCE
ALLOW
BAD APPLE to SPEAK

154. TRANSITION
BAD to GOOD

159. Reference:
BAD APPLES
By Brette Mcwhorter Sember
Executive Education Program Series
Reach me at vinod.kr.sharma@gmail.com