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Difficult Behaviour at Work
The presentation discusses 'bad apples' in the workplace, characterized by difficult attitudes and behavioral issues that adversely affect team dynamics and productivity. It identifies specific traits and categories of difficult individuals, emphasizing the need for organizations to assess and manage these behaviors effectively. Strategies for improvement include providing clear responsibilities, consistent monitoring, and, if necessary, reassigning or issuing warnings to encourage positive change.
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Difficult Behaviour at Work
- 2. DISCLAIMER The views andopinions expressed in this presentation are those of the authors and do not necessarily intend to hurt the sentiments of the viewers.
- 3. Watch the nextfew slides carefully!
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- 7. Your take onPeople Problems
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- 10. DIFFICULT PEOPLE Sounds RUDE! Howabout DIFFICULT ATTITUDES? Still not CONVINCED
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- 15. During the courseof presentation we will be referring DIFFICULT PEOPLE / DIFFICULT ATTITUDES = BAD APPLES
- 16. Why BAD APPLES? Whynot BAD PINEAPPLES?
- 17. A BAD APPLEcan spoil the entire bunch
- 18. Know the BADAPPLES
- 19. TROUBLESOME and DIFFICULTTo WORK
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- 23. MISFIT – BADHIRING
- 24. Are they reallyBAD? Or there is something else ...?
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- 26. BEHAVIOURAL ISSUES. Extremely difficultto Identify
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- 32. COMPLETE disrespect forthe TIME!
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- 36. IRRESPONSIBLE – LackINITIATIVE!
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- 40. EXPLICIT – Visible,identifiable •Disrespect for Time •Not following Instructions •Arrogant and rude •Argumentativeness •Lack initiative •Disinterested and •Disoriented
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- 43. Always create goodImpression in presence of superiors BUT Make the lives of their colleagues miserable in absence of superiors
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- 45. MARKET their closenesswith superiors.
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- 49. Very suggestive indeciding the role and job for others
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- 54. Seek PRAISES, CREDITSfor work done by others
- 55. EMOTIONAL BLACKMAILER Always readywith Excuses and Justification
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- 57. Keenly Interested inOTHERS affairs
- 58. OVER OCCUPIED -BUSY
- 59. We all knowthat ….and Why are we talking about them?
- 60. BAD APLLES adverselyaffect and influences the PRODUCTIVITY of BEST PERFORMERS
- 61. BAD APPLE’s behaviourDO NOT contribute positively to the growth of the organization. Their behaviour adversely affects the Overall performance
- 62. Any employee whoDRAGS the work of others is very DANGEROUS.
- 63. To identify suchperson in the organization or team is a tough job.
- 64. Understanding the DIFFICULTBEHAVIOUR enables to get CLOSE to the problem.
- 65. DIFFICULT ATTITUDE They don’tlike the work environment
- 66. DIFFICULT ATTITUDE They don’tlike the work environment They don’t like their co-workers
- 67. DIFFICULT ATTITUDE They don’tlike the work environment They don’t like their co-workers They don’t like their Superiors
- 68. DIFFICULT ATTITUDE They don’tlike the work environment They don’t like their co-workers They don’t like their Superiors They feel NEGLECTED
- 69. They suffer fromINFERIORITY COMPLEX DIFFICULT ATTITUDE They don’t like the work environment They don’t like their co-workers They don’t like their Superiors They feel NEGLECTED
- 70. BAD APPLES have PERSONALITYTRAITS that are NOT COMPATIBLE with the job.
- 71. Misfit for theJob – BAD Hiring
- 72. A BAD APPLE isbad for everyone!
- 73. A BAD APPLEis a SUBPAR EMPLOYEE that causes EMOTIONAL DRAIN on the people in the team, or DRAIN RESOURCES, or NEGATIVELY AFFECTS the overall Performance
- 74. Bad Apples areblessed with BAD ATTITUDE that wears downs the overall productivity
- 75. BAD Apple isn’tsomeone who makes the OCCASIONAL MISTAKE, but has a DISTINCT ONGOING PATTERN of certain type of behaviour or failure.
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- 78. APPLE is BAD tothe CORE or BRUISED depends upon the BEHAVIOURAL PATTERN – EMOTIONAL RESPONSE DIFFICULT TO DIAGNOSE
- 79. BAD to theCORE Distinct Ongoing Pattern
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- 81. ANNOYING BAD APPLES Everyorganization MUST establish boundaries that keep employees annoying behaviour to minimum
- 82. Categories of BADAPPLES
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- 103. SO MANY ....BAD APPLES
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- 106. Identify BAD APPLEand their BEHAVIOURAL ATTRIBUTES
- 107. Provide JOB DESCRIPTION Makethem UNDERSTAND Assign RESPONSIBILITY Make them ACCOUNTABLE
- 108. Extend HELP whenNEEDED
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- 111. Respect and RewardQUALITY WORK
- 112. And if NOTHINGworks.... then
- 113. Withdraw all IMPORTANTASSIGNMENT
- 114. Move them toAnother DEPARTMENT or TEAM
- 115. Discuss IMPLICATIONS fortheir BEHAVIOUR
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- 121. From BAD toGOOD is a TRANSITION
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- 125. They need ENCOURAGEMENT tochange their Attitude
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- 127. They need HELPto CHANGE their Work Habits
- 128. THINK ! It isnot ILLEGAL yet
- 129. Behavioural Issues aredifficult to trace
- 130. Every behaviour thata person Exhibits is MOTIVATED by Something……
- 131. People either actout their EMOTIONS By taking ACTIONS to achieve a certain OUTCOME Or They have deeply ingrained HABBIT, FRUSTRATION Beyond their CONTROL
- 132. DEALING with BADAPPLES
- 133. FOCUS on thePROBLEM Why the PROBLEM needs to be RESOLVED? What can be done for IMPROVEMENTS? How the person concern thinks (BAD APPLE)?
- 134. BAD APPLE tendency Tothe 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
- 135. REMEMBER Avoid CONFRONTATION Avoid allDEVIATION Avoid all ANNOYANCE ALLOW BAD APPLES to SPEAK
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- 140. Reference: BAD APPLES By BretteMcwhorter Sember Reach me at vinod.kr.sharma@gmail.com Faculty Enrichment Program - FEP