The document focuses on managing disruptive employee behaviors, outlining the definition of disruptive actions, when to address them, and methods for delivering constructive feedback. It provides a 9-step process for feedback and intervention, emphasizing the importance of clear communication and performance improvement strategies. Additionally, it highlights common reactions to feedback and offers resources for reducing defensiveness in employees.

1. Managing Disruptive Employee Behaviors
Jamie Resker
May 9, 2012
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Jamie Resker
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Employee Performance Solutions Hosting:
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5. Employee Performance Management:
Managing Disruptive Behavior
Facilitator:
Jamie Resker
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6. Learning Objectives
 When is behavior disruptive?
 When should we address it?
 What if it’s been going on for a long time?
 How to Craft Hearable Sayable Performance Message
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7. Employee Performance Continuum
The What
Paul Paul
Tanya
The How
7
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8. How does this team look?
Sue
Paul
8 8

9. jerk: an unlikable person; especially :
one who is cruel, rude, or small-minded
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10. pes·si·mism (p s -m z m). n. 1. A tendency
to stress the negative or unfavorable or to
take the gloomiest possible view
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11. slack·er/ˈslakər/Noun
1. A person who avoids work or effort.
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12. Intervention Timing
Level 4: Disciplinary Intervention No
Change
Level 3: Formal Intervention
Pattern Persists
Level 2: Awareness Intervention Apparent Pattern
Level 1: Informal Intervention
Single Incident Source:
Vanderbilt
University
Medical
Center
Performing: Reinforcing Feedback

13. Poll Question: When do Most Managers
Intervene?
a.) Informal Intervention; Early-on.
b.) When a Known Pattern has Taken
Hold.
c.) When Ready to Fire the Employee.

14. 14

15. Known or in the Blind Spot?
Things I Know Things I Don’t Know
Things They Know
Things
They
Arena Blind
Know
Spot
Unspoken?
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16. Uncensored Perceptions
 Truth?
 Near Truth?
 Un-sayable (probably)
- Examples
- What are some of your uncensored
perceptions?
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17. Before and After…
Employee Before Your
Well Intended Feedback
Employee After Your
Well Intended Feedback
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18. 9 Step Process
1. Performance Continuum
A: Diagnosis
2. Uncensored Perceptions
3. Supporting Examples
4. Analyze Examples/Confirm Perception
5. Impact  Examples showing that not enough clinical knowledge and data were being
used during sales calls
6. Introduce Feedback
B: Message/Talking Points
Increase the amount of clinical
7. Turn Around knowledge and data used during
sales calls
8. Specifics:
- What I mean by that is…
- Can we talk about…
9. Importance
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©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com

19. 22
Introducing Feedback…
 Improve…  Develop the ability to…
 Get better…  Work on…
 Stop…  Focus on…
 Weakness…  Put your energy into…
 You never…  I need for you to…
 You don’t…
 You shouldn’t… FUTURE FOCUSED
YOU’RE DEFICIENT Possibilities
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©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com

20. Turn Around
 Makes Mistakes Develop more accuracy
- Stop making so many
mistakes
 Let’s talk about what
that would look like…
- On the month end
reports…
- For payroll…
- Etc….
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©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com

21. Turn Around Examples
 Too conciliatory
- Defend your position and opinions.
 Makes rude comments about others
- When you have a thought about someone else that isn’t entirely
positive I’d like you to hold your thoughts.
 Not resourceful; doesn’t dig to find answers
- Develop greater resourcefulness by digging to find answers.
 Condescending to those who are less experienced
- Use your experience and knowledge to helpfully and patiently
mentor those with less experience or knowledge in x area.
 Doesn’t put in enough effort
- Develop a greater sense of urgency and attentiveness to your
work.
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22. Turn Around
 Does not engage in the difficult client
conversations
 Doesn’t take responsibility for…
 Takes no ownership for…
 Can’t let others finish their thoughts…
 Can’t find their way out of a wet paper
bag…
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©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com

23. Performance Inhibitors
APPROACH
APPROACH
Clarify expectations
Move out of current
role
Check for understanding
“So, what is your take away
Watch Out Factor Don’t have the Don’t know from our conversation?”
Resist scaling back
the job to create capability they are
Set SMART goals
artificial success by supposed to
eliminating key
Monitor and provide
responsibilities.
feedback on progress
APPROACH
APPROACH Develop through:
Describe importance
Don’t want to Doesn’t know OJT
Explain how Role playing
consequences
Modeling
What’s in it for them
Coaching
Post coaching feedback &
more coaching
©2012 Jamie Resker, Employée Performance Solutions, LLC www.EmployeePerformanceSolutions.com
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24. Questions/Resources:
Jamie Resker
781-210-2049
jamie@EmployeePerformanceSolutions.com
www.EmployeePerformanceSolutions/Resources.com
The 10 Most Common Reactions to Feedback
and What to Do About Them
Three Keys to Reducing Defensive Reactions to Feedback
24
©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com

25. Questions/Resources:
Jamie Resker
Employee Performance Solutions
781-210-2049
jamie@EmployeePerformanceSolutions.com
www.EmployeePerformanceSolutions/Resources.com
The 10 Most Common Reactions to Feedback
and What to Do About Them
Three Keys to Reducing Defensive Reactions to Feedback
25
©2010 Employee Performance Solutions, LLC | 781-210-2049 | www.EmployeePerformanceSolutions.com

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