Its all about Its all about difficult people…difficult people…
Your take on difficult people…Your take on difficult people…
Your take on …….. people…Your take on …….. people…
Difficult Difficult People People -- doesn’t sound good doesn’t sound good
During the course of presentation we will be referring them asDuring the course of presentation we will be referring them as
Why BAD APPLES? Why BAD APPLES? Why BAD APPLES? Why BAD APPLES?
Why not BAD PINEAPPLES? Why not BAD PINEAPPLES?
A BAD APPLE can spoil the whole bunch A BAD APPLE can spoil the whole bunch A BAD APPLE can spoil the whole bunch A BAD APPLE can spoil the whole bunch
Attributes of BAD APPLE Attributes of BAD APPLE Attributes of BAD APPLE Attributes of BAD APPLE
EspeciallyEspecially Troublesome and Difficult to work with Troublesome and Difficult to work with EspeciallyEspecially Troublesome and Difficult to work with Troublesome and Difficult to work with
Someone who runs tapes in their own head Someone who runs tapes in their own head –– Poor ListenerPoor ListenerSomeone who runs tapes in their own head Someone who runs tapes in their own head –– Poor ListenerPoor Listener
JealousJealousJealousJealous
InsecureInsecureInsecureInsecure
Misfit for the Job Misfit for the Job –– BAD HiringBAD HiringMisfit for the Job Misfit for the Job –– BAD HiringBAD Hiring
We all are humans then what makes some of us so difficult that every We all are humans then what makes some of us so difficult that every
other person finds difficult to work with them other person finds difficult to work with them –– BAD APPLES. BAD APPLES.
We all are humans then what makes some of us so difficult that every We all are humans then what makes some of us so difficult that every
other person finds difficult to work with them other person finds difficult to work with them –– BAD APPLES. BAD APPLES.
Is that difficult people are Is that difficult people are BADBAD or something else...or something else...Is that difficult people are Is that difficult people are BADBAD or something else...or something else...
Difficult people have Difficult people have
BEHAVIOURAL ISSUESBEHAVIOURAL ISSUES..
Difficult people have Difficult people have
BEHAVIOURAL ISSUESBEHAVIOURAL ISSUES..
BEHAVIOURAL ISSUESBEHAVIOURAL ISSUES..
Extremely difficult to IdentifyExtremely difficult to Identify
BEHAVIOURAL ISSUESBEHAVIOURAL ISSUES..
Extremely difficult to IdentifyExtremely difficult to Identify
BEHAVIOURAL ISSUESBEHAVIOURAL ISSUESBEHAVIOURAL ISSUESBEHAVIOURAL ISSUES
ExplicitExplicit –– IdentifiableIdentifiableExplicitExplicit –– IdentifiableIdentifiable
ImplicitImplicit –– Hidden Hidden ImplicitImplicit –– Hidden Hidden
Behavioural IndicatorsBehavioural Indicators
A close look…A close look…
Behavioural IndicatorsBehavioural Indicators
A close look…A close look…
ExplicitExplicit –– Visible, identifiableVisible, identifiable
••TardinessTardiness
••Complete disrespect for TimeComplete disrespect for Time
••Not following InstructionsNot following Instructions
••Arrogant and rudeArrogant and rude
••ArgumentativenessArgumentativeness
••Lack initiative Lack initiative
••Disinterested and Disinterested and
ExplicitExplicit –– Visible, identifiableVisible, identifiable
••TardinessTardiness
••Complete disrespect for TimeComplete disrespect for Time
••Not following InstructionsNot following Instructions
••Arrogant and rudeArrogant and rude
••ArgumentativenessArgumentativeness
••Lack initiative Lack initiative
••Disinterested and Disinterested and ••Disinterested and Disinterested and
••DisorientedDisoriented
••Disinterested and Disinterested and
••DisorientedDisoriented
ImplicitImplicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
ImplicitImplicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Always create Good Impression in Always create Good Impression in
presence of superiors but make the lives presence of superiors but make the lives
of their colleagues miserable in absence of their colleagues miserable in absence
of superiorsof superiors
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Always create Good Impression in Always create Good Impression in
presence of superiors but make the lives presence of superiors but make the lives
of their colleagues miserable in absence of their colleagues miserable in absence
of superiorsof superiorsof superiorsof superiorsof superiorsof superiors
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Always highlight the close relationship of Always highlight the close relationship of
trust and worthiness with their superiors trust and worthiness with their superiors
amongst their colleagues in absence of amongst their colleagues in absence of
superiorssuperiors
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Always highlight the close relationship of Always highlight the close relationship of
trust and worthiness with their superiors trust and worthiness with their superiors
amongst their colleagues in absence of amongst their colleagues in absence of
superiorssuperiorssuperiorssuperiorssuperiorssuperiors
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Always put up a good Upfront but makes Always put up a good Upfront but makes
team workers work environment team workers work environment
miserablemiserable
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Always put up a good Upfront but makes Always put up a good Upfront but makes
team workers work environment team workers work environment
miserablemiserable
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, 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
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, 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
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Always throw their weight aroundAlways throw their weight around
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Always throw their weight aroundAlways throw their weight around
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Bad BitingBad Biting
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Bad BitingBad Biting
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Seek praises, credits for work done by Seek praises, credits for work done by
othersothers
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Seek praises, credits for work done by Seek praises, credits for work done by
othersothers
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Always with Excuses and JustificationAlways with Excuses and Justification
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Always with Excuses and JustificationAlways with Excuses and Justification
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Sneak peek into others work, what they Sneak peek into others work, what they
and what they are not doingand what they are not doing
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Sneak peek into others work, what they Sneak peek into others work, what they
and what they are not doingand what they are not doing
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Above all they are always BUSYAbove all they are always BUSY
MULTITASKING MULTITASKING –– Big NOBig NO
Implicit Implicit –– Hidden, not easily Hidden, not easily
identifiable, extremely difficult to traceidentifiable, extremely difficult to trace
Above all they are always BUSYAbove all they are always BUSY
MULTITASKING MULTITASKING –– Big NOBig NO
The The crux of the problem crux of the problem is not to is not to
appraise personal productivity of appraise personal productivity of
BAD APLLES, but to check how BAD APLLES, but to check how theytheyBAD APLLES, but to check how BAD APLLES, but to check how theythey
influences productivity influences productivity
of othersof others
BAD APPLE BAD APPLE behaviour do not behaviour do not
contribute positively to the growth contribute positively to the growth
of the organization, and has of the organization, and has of the organization, and has of the organization, and has
adverse implications onadverse implications on
Overall performanceOverall performance
All the employees MUST positively All the employees MUST positively
contribute to the organization contribute to the organization
Even one person not contributing Even one person not contributing
positively can have serious positively can have serious
impact.impact.
All the employees MUST positively All the employees MUST positively
contribute to the organization contribute to the organization
Even one person not contributing Even one person not contributing
positively can have serious positively can have serious
impact.impact.impact.impact.impact.impact.
Any employee who does his/her Any employee who does his/her
job job BADLYBADLY is obviously a problem, is obviously a problem,
but the one who but the one who DRAGS DOWN DRAGS DOWN
the work of others is the work of others is
very very DANGEROUSDANGEROUS and to identify and to identify
such person in the organization or such person in the organization or
Any employee who does his/her Any employee who does his/her
job job BADLYBADLY is obviously a problem, is obviously a problem,
but the one who but the one who DRAGS DOWN DRAGS DOWN
the work of others is the work of others is
very very DANGEROUSDANGEROUS and to identify and to identify
such person in the organization or such person in the organization or such person in the organization or such person in the organization or
team is tough job.team is tough job.
such person in the organization or such person in the organization or
team is tough job.team is tough job.
Human BehaviourHuman BehaviourHuman BehaviourHuman Behaviour
EMOTIONAL RESPONSE EMOTIONAL RESPONSE -- ActionActionEMOTIONAL RESPONSE EMOTIONAL RESPONSE -- ActionAction
EMOTIONAL RESPONSE EMOTIONAL RESPONSE -- NeutralNeutralEMOTIONAL RESPONSE EMOTIONAL RESPONSE -- NeutralNeutral
EMOTIONS = EMOTIONS = Energy in MotionEnergy in Motion
EMOTIONS = EMOTIONS = Disturbance (Negative)Disturbance (Negative)
PEACEFUL = BALANCED and STABEL ENERGYPEACEFUL = BALANCED and STABEL ENERGY
FEELINGS = FEELINGS = Perception of Touch (Physical/Mental/Spiritual)Perception of Touch (Physical/Mental/Spiritual)
FEELINGS = FEELINGS = Automatic response / flow, which when getsAutomatic response / flow, which when gets
blocked by blocked by attachmentsattachments converts to converts to EMOTIONSEMOTIONS
EMOTIONS = EMOTIONS = Energy in MotionEnergy in Motion
EMOTIONS = EMOTIONS = Disturbance (Negative)Disturbance (Negative)
PEACEFUL = BALANCED and STABEL ENERGYPEACEFUL = BALANCED and STABEL ENERGY
FEELINGS = FEELINGS = Perception of Touch (Physical/Mental/Spiritual)Perception of Touch (Physical/Mental/Spiritual)
FEELINGS = FEELINGS = Automatic response / flow, which when getsAutomatic response / flow, which when gets
blocked by blocked by attachmentsattachments converts to converts to EMOTIONSEMOTIONSblocked by blocked by attachmentsattachments converts to converts to EMOTIONSEMOTIONS
FEELINGS = usually FEELINGS = usually PositivePositive
EMOTIONS = normally EMOTIONS = normally NegativeNegative
EMOTIONS are FELTEMOTIONS are FELT
OurOur BEHAVIOUR BEHAVIOUR is governed by our is governed by our
EMOTIONSEMOTIONS
blocked by blocked by attachmentsattachments converts to converts to EMOTIONSEMOTIONS
FEELINGS = usually FEELINGS = usually PositivePositive
EMOTIONS = normally EMOTIONS = normally NegativeNegative
EMOTIONS are FELTEMOTIONS are FELT
OurOur BEHAVIOUR BEHAVIOUR is governed by our is governed by our
EMOTIONSEMOTIONS
Understanding the BAD APPLE Understanding the BAD APPLE
behaviour enables to get CLOSE to behaviour enables to get CLOSE to
the problem thereby the solution.the problem thereby the solution.
Understanding the BAD APPLE Understanding the BAD APPLE
behaviour enables to get CLOSE to behaviour enables to get CLOSE to
the problem thereby the solution.the problem thereby the solution.
Behavioural IssuesBehavioural IssuesBehavioural IssuesBehavioural Issues
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
They don’t like their coThey don’t like their co--workersworkers
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
They don’t like their coThey don’t like their co--workersworkers
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
They don’t like their coThey don’t like their co--workersworkers
They don’t like their SuperiorsThey don’t like their Superiors
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
They don’t like their coThey don’t like their co--workersworkers
They don’t like their SuperiorsThey don’t like their Superiors
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
They don’t like their coThey don’t like their co--workersworkers
They don’t like their SuperiorsThey don’t like their Superiors
They feel neglected They feel neglected –– not involvednot involved
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
They don’t like their coThey don’t like their co--workersworkers
They don’t like their SuperiorsThey don’t like their Superiors
They feel neglected They feel neglected –– not involvednot involved
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
They don’t like their coThey don’t like their co--workersworkers
They don’t like their SuperiorsThey don’t like their Superiors
They feel neglected They feel neglected –– not involvednot involved
They suffer from skill set They suffer from skill set
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
They don’t like their coThey don’t like their co--workersworkers
They don’t like their SuperiorsThey don’t like their Superiors
They feel neglected They feel neglected –– not involvednot involved
They suffer from skill set They suffer from skill set They suffer from skill set They suffer from skill set
deficiencies, which they try to deficiencies, which they try to
match or cover upmatch or cover up
They suffer from skill set They suffer from skill set
deficiencies, which they try to deficiencies, which they try to
match or cover upmatch or cover up
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
They don’t like their coThey don’t like their co--workersworkers
They don’t like their SuperiorsThey don’t like their Superiors
They feel neglected They feel neglected –– not involvednot involved
They suffer from skill set deficiencies, They suffer from skill set deficiencies,
Behavioural IssuesBehavioural Issues
They don’t like the work environmentThey don’t like the work environment
They don’t like their coThey don’t like their co--workersworkers
They don’t like their SuperiorsThey don’t like their Superiors
They feel neglected They feel neglected –– not involvednot involved
They suffer from skill set deficiencies, They suffer from skill set deficiencies, They suffer from skill set deficiencies, They suffer from skill set deficiencies,
which they try to match or cover upwhich they try to match or cover up
They are experiencing personal, health They are experiencing personal, health
or family problemor family problem
ABOVE ALL…ABOVE ALL…
They suffer from skill set deficiencies, They suffer from skill set deficiencies,
which they try to match or cover upwhich they try to match or cover up
They are experiencing personal, health They are experiencing personal, health
or family problemor family problem
ABOVE ALL…ABOVE ALL…
Difficult people have BasicDifficult people have Basic
PERSONALITY TRAITSPERSONALITY TRAITSthat are that are
incompatible incompatible
with the job with the job
Difficult people have BasicDifficult people have Basic
PERSONALITY TRAITSPERSONALITY TRAITSthat are that are
incompatible incompatible
with the job with the job with the job with the job with the job with the job
Misfit for the Job Misfit for the Job –– BAD HiringBAD HiringMisfit for the Job Misfit for the Job –– BAD HiringBAD Hiring
A bad apple is A bad apple is
bad for bad for
everyoneeveryone
A bad apple is A bad apple is
bad for bad for
everyoneeveryone
A A BAD APPLE BAD APPLE is a is a
SUBPAR EMPLOYEESUBPAR EMPLOYEEwho causes an who causes an
EMOTIONAL DRAINEMOTIONAL DRAIN on on
the people in the team, or the people in the team, or
A A BAD APPLE BAD APPLE is a is a
SUBPAR EMPLOYEESUBPAR EMPLOYEEwho causes an who causes an
EMOTIONAL DRAINEMOTIONAL DRAIN on on
the people in the team, or the people in the team, or the people in the team, or the people in the team, or
DRAIN RESOURCESDRAIN RESOURCES,, or or
NEGATIVELY AFFECTS NEGATIVELY AFFECTS the overall the overall
PerformancePerformance
the people in the team, or the people in the team, or
DRAIN RESOURCESDRAIN RESOURCES,, or or
NEGATIVELY AFFECTS NEGATIVELY AFFECTS the overall the overall
PerformancePerformance
Bad Apples are Bad Apples are
blessed with blessed with
BAD ATTITUDE BAD ATTITUDE
that wears downs that wears downs
the overall the overall
Bad Apples are Bad Apples are
blessed with blessed with
BAD ATTITUDE BAD ATTITUDE
that wears downs that wears downs
the overall the overall the overall the overall
productivityproductivity
the overall the overall
productivityproductivity
Nobody is perfect and as a Nobody is perfect and as a
matter of fact perfection is not matter of fact perfection is not
expected at all times from expected at all times from
everybodyeverybody
BUT BUT
Nobody is perfect and as a Nobody is perfect and as a
matter of fact perfection is not matter of fact perfection is not
expected at all times from expected at all times from
everybodyeverybody
BUT BUT BUT BUT what is expected at all times what is expected at all times
from everybody is from everybody is
SOLID DEPENDABLE WORKSOLID DEPENDABLE WORK
BUT BUT what is expected at all times what is expected at all times
from everybody is from everybody is
SOLID DEPENDABLE WORKSOLID DEPENDABLE WORK
Bad to the COREBad to the COREBad to the COREBad to the CORE
BRUISEDBRUISEDBRUISEDBRUISED
BAD Apple isn’t someone who BAD Apple isn’t someone who
makes the makes the OCCASIONAL MISTAKE, OCCASIONAL MISTAKE,
but has a but has a DISTINCT ONGOING DISTINCT ONGOING
PATTERN PATTERN of certain type of of certain type of
behaviour or failure.behaviour or failure.
BAD Apple isn’t someone who BAD Apple isn’t someone who
makes the makes the OCCASIONAL MISTAKE, OCCASIONAL MISTAKE,
but has a but has a DISTINCT ONGOING DISTINCT ONGOING
PATTERN PATTERN of certain type of of certain type of
behaviour or failure.behaviour or failure.behaviour or failure.behaviour or failure.behaviour or failure.behaviour or failure.
APPLE is APPLE is
BAD BAD to the to the CORECORE or or BRUISEDBRUISEDdepends upon the depends upon the
BEHAVIOURAL PATTERN BEHAVIOURAL PATTERN –– EMOTIONAL RESPONSE EMOTIONAL RESPONSE BEHAVIOURAL PATTERN BEHAVIOURAL PATTERN –– EMOTIONAL RESPONSE EMOTIONAL RESPONSE
DIFFICULT TO DIAGNOSEDIFFICULT TO DIAGNOSE
BAD to the COREBAD to the COREDistinct Ongoing PatternDistinct Ongoing Pattern
BAD to the COREBAD to the COREDistinct Ongoing PatternDistinct Ongoing PatternDistinct Ongoing PatternDistinct Ongoing PatternDistinct Ongoing PatternDistinct Ongoing Pattern
BRUISEDBRUISEDOccasional mistakesOccasional mistakes
BRUISEDBRUISEDOccasional mistakesOccasional mistakesOccasional mistakesOccasional mistakesOccasional mistakesOccasional mistakes
ANNOYING BAD APPLESANNOYING BAD APPLES
Every organization Every organization MUSTMUST establish boundaries that keep employees establish boundaries that keep employees
annoying behaviour to minimumannoying behaviour to minimum
MENTORINGMENTORINGMENTORINGMENTORING
SHELTERINGSHELTERINGSHELTERINGSHELTERING
Categories of Categories of BAD APPLES BAD APPLES Categories of Categories of BAD APPLES BAD APPLES
GOSSIPERGOSSIPERGOSSIPERGOSSIPER
GOSSIPER GOSSIPER -- BlabbermouthBlabbermouthGOSSIPER GOSSIPER -- BlabbermouthBlabbermouth
GOSSIPER GOSSIPER –– Workplace GossipWorkplace GossipGOSSIPER GOSSIPER –– Workplace GossipWorkplace Gossip
Highly unproductiveHighly unproductiveHighly unproductiveHighly unproductive
BACKSTABBERBACKSTABBERBACKSTABBERBACKSTABBER
Not TrustworthyNot TrustworthyNot TrustworthyNot Trustworthy
PASSIVE PASSIVE -- AGGRESSIVEAGGRESSIVEPASSIVE PASSIVE -- AGGRESSIVEAGGRESSIVE
Sins of OmissionSins of OmissionSins of OmissionSins of Omission
Avoid written communicationAvoid written communicationAvoid written communicationAvoid written communication
WASTERWASTERWASTERWASTER
WASTER WASTER -- TIMETIMEWASTER WASTER -- TIMETIME
WASTER WASTER -- RESOURCERESOURCEWASTER WASTER -- RESOURCERESOURCE
NARCISSISTNARCISSIST
Self Obsessed Self Obsessed Self Obsessed Self Obsessed
Whistleblower Whistleblower Whistleblower Whistleblower
Comfortable, Easy Work Environment Comfortable, Easy Work Environment Comfortable, Easy Work Environment Comfortable, Easy Work Environment
Create Stress for others Create Stress for others Create Stress for others Create Stress for others
AGONY AUNTAGONY AUNTAGONY AUNTAGONY AUNT
DefensiveDefensiveDefensiveDefensive
InflationaryInflationaryInflationaryInflationary
LAZY BONESLAZY BONESLAZY BONESLAZY BONES
COMBATANTSCOMBATANTSCOMBATANTSCOMBATANTS
Very argumentativeVery argumentativeVery argumentativeVery argumentative
POISONERPOISONERPOISONERPOISONER
Love CHAOSLove CHAOSLove CHAOSLove CHAOS
Love to CriticizeLove to CriticizeLove to CriticizeLove to Criticize
BULLYBULLYBULLYBULLY
THE SLOBTHE SLOBTHE SLOBTHE SLOB
Shabby and UnhygienicShabby and UnhygienicShabby and UnhygienicShabby and Unhygienic
THIEFTHIEFTHIEFTHIEF
THIEFTHIEFTHIEFTHIEFIdeasIdeasIdeasIdeas
MisrepresentMisrepresentMisrepresentMisrepresent
WHINERWHINERWHINERWHINER
CAREER CLIMBERCAREER CLIMBERCAREER CLIMBERCAREER CLIMBER
High Aspiration & Low potentialHigh Aspiration & Low potentialHigh Aspiration & Low potentialHigh Aspiration & Low potential
Good ManipulatorsGood ManipulatorsGood ManipulatorsGood Manipulators
JOBJOB HATERHATERJOBJOB HATERHATER
EternallyEternally MiserableMiserableEternallyEternally MiserableMiserable
SOSO MANYMANY ........ BADBAD APPLESAPPLESSOSO MANYMANY ........ BADBAD APPLESAPPLES
PROBLEMSPROBLEMS dodo havehave
SOLUTIONSSOLUTIONS....
PROBLEMSPROBLEMS dodo havehave
SOLUTIONSSOLUTIONS....
AssessAssessAssessAssessAssessAssessAssessAssess
IdentifyIdentify BADBAD APPLEAPPLE andand theirtheir behaviouralbehavioural attributesattributesIdentifyIdentify BADBAD APPLEAPPLE andand theirtheir behaviouralbehavioural attributesattributes
ProvideProvide JOBJOB DESCRIPTIONDESCRIPTION
MakeMake themthem UNDERSTANDUNDERSTAND
ProvideProvide JOBJOB DESCRIPTIONDESCRIPTION
MakeMake themthem UNDERSTANDUNDERSTANDMakeMake themthem UNDERSTANDUNDERSTAND
AssignAssign RESPONSIBILITYRESPONSIBILITY
MakeMake themthem ACCOUNTABLEACCOUNTABLE
MakeMake themthem UNDERSTANDUNDERSTAND
AssignAssign RESPONSIBILITYRESPONSIBILITY
MakeMake themthem ACCOUNTABLEACCOUNTABLE
ExtendExtend helphelp whenwhen NEEDEDNEEDEDExtendExtend helphelp whenwhen NEEDEDNEEDED
GiveGive CONSISTENTCONSISTENT DirectionsDirectionsGiveGive CONSISTENTCONSISTENT DirectionsDirections
RespectRespect andand RewardReward QUALITYQUALITY WORKWORKRespectRespect andand RewardReward QUALITYQUALITY WORKWORK
AndAnd ifif NOTHINGNOTHING worksworks........ thenthenAndAnd ifif NOTHINGNOTHING worksworks........ thenthen
WithdrawWithdraw allall IMPORTANTIMPORTANT ASSIGNMENTASSIGNMENTWithdrawWithdraw allall IMPORTANTIMPORTANT ASSIGNMENTASSIGNMENT
MoveMove themthem toto AnotherAnother DEPARTMENTDEPARTMENT oror TEAMTEAMMoveMove themthem toto AnotherAnother DEPARTMENTDEPARTMENT oror TEAMTEAM
DiscussDiscuss IMPLICATIONSIMPLICATIONS forfor theirtheir BEHAVIOURBEHAVIOURDiscussDiscuss IMPLICATIONSIMPLICATIONS forfor theirtheir BEHAVIOURBEHAVIOUR
IssueIssue themthem WARNINGWARNINGIssueIssue themthem WARNINGWARNING
BADBADBADBAD
GOODGOODGOODGOOD
From BAD to GOOD is a TRANSITION From BAD to GOOD is a TRANSITION From BAD to GOOD is a TRANSITION From BAD to GOOD is a TRANSITION
If they can be encouraged to If they can be encouraged to
change their Attitude change their Attitude
If they can be encouraged to If they can be encouraged to
change their Attitude change their Attitude change their Attitude change their Attitude change their Attitude change their Attitude
If they can be Persuaded If they can be Persuaded If they can be Persuaded If they can be Persuaded
If they can change the Work Habits If they can change the Work Habits If they can change the Work Habits If they can change the Work Habits
Only then we can extend HELP! Only then we can extend HELP! Only then we can extend HELP! Only then we can extend HELP!
Behavioural Issues are difficult to trace Behavioural Issues are difficult to trace Behavioural Issues are difficult to trace Behavioural Issues are difficult to trace
Every behaviour that a person exhibitsEvery behaviour that a person exhibits
Is MOTIVATED byIs MOTIVATED by
Every behaviour that a person exhibitsEvery behaviour that a person exhibits
Is MOTIVATED byIs MOTIVATED byIs MOTIVATED byIs MOTIVATED by
Something…… Something……
Is MOTIVATED byIs MOTIVATED by
Something…… Something……
People either act out their People either act out their EMOTIONSEMOTIONSBy taking ACTIONS to achieve a certain OUTCOMEBy taking ACTIONS to achieve a certain OUTCOME
OrOr
People either act out their People either act out their EMOTIONSEMOTIONSBy taking ACTIONS to achieve a certain OUTCOMEBy taking ACTIONS to achieve a certain OUTCOME
OrOrOrOr
They have deeply ingrained HABBIT, FRUSTRATIONThey have deeply ingrained HABBIT, FRUSTRATION
Beyond their CONTROLBeyond their CONTROL
OrOr
They have deeply ingrained HABBIT, FRUSTRATIONThey have deeply ingrained HABBIT, FRUSTRATION
Beyond their CONTROLBeyond their CONTROL
DEALING with BAD APPLESDEALING with BAD APPLESDEALING with BAD APPLESDEALING with BAD APPLES
FOCUS on the PROBLEMFOCUS on the PROBLEMWhy the PROBLEM needs to be RESOLVED?Why the PROBLEM needs to be RESOLVED?
FOCUS on the PROBLEMFOCUS on the PROBLEMWhy the PROBLEM needs to be RESOLVED?Why the PROBLEM needs to be RESOLVED?Why the PROBLEM needs to be RESOLVED?Why the PROBLEM needs to be RESOLVED?
What can be done for IMPROVEMENTS?What can be done for IMPROVEMENTS?
How the person concern thinks (BAD APPLE)?How the person concern thinks (BAD APPLE)?
Why the PROBLEM needs to be RESOLVED?Why the PROBLEM needs to be RESOLVED?
What can be done for IMPROVEMENTS?What can be done for IMPROVEMENTS?
How the person concern thinks (BAD APPLE)?How the person concern thinks (BAD APPLE)?
BAD APPLE tendencyBAD APPLE tendencyTo the CHANGE the TopicTo the CHANGE the Topic
To highlight their own concernsTo highlight their own concerns
BAD APPLE tendencyBAD APPLE tendencyTo the CHANGE the TopicTo the CHANGE the Topic
To highlight their own concernsTo highlight their own concernsTo highlight their own concernsTo highlight their own concerns
To Emotionally blackmailTo Emotionally blackmail
To Blame othersTo Blame others
To be on the Edge to Dodge and weave To be on the Edge to Dodge and weave
throughout the conversation throughout the conversation
To highlight their own concernsTo highlight their own concerns
To Emotionally blackmailTo Emotionally blackmail
To Blame othersTo Blame others
To be on the Edge to Dodge and weave To be on the Edge to Dodge and weave
throughout the conversation throughout the conversation
REMEMBERREMEMBERAvoid CONFRONTATIONAvoid CONFRONTATION
REMEMBERREMEMBERAvoid CONFRONTATIONAvoid CONFRONTATIONAvoid CONFRONTATIONAvoid CONFRONTATION
Avoid all DEVIATION Avoid all DEVIATION
Avoid all ANNOYANCEAvoid all ANNOYANCE
ALLOW ALLOW BAD APPLE to SPEAKBAD APPLE to SPEAK
Avoid CONFRONTATIONAvoid CONFRONTATION
Avoid all DEVIATION Avoid all DEVIATION
Avoid all ANNOYANCEAvoid all ANNOYANCE
ALLOW ALLOW BAD APPLE to SPEAKBAD APPLE to SPEAK
TRANSITION TRANSITION
BAD to GOOD BAD to GOOD
TRANSITION TRANSITION
BAD to GOOD BAD to GOOD BAD to GOOD BAD to GOOD BAD to GOOD BAD to GOOD
Reference:Reference:
BAD APPLESBAD APPLESBy By BretteBrette McwhorterMcwhorter SemberSember
Reference:Reference:
BAD APPLESBAD APPLESBy By BretteBrette McwhorterMcwhorter SemberSember
Reach me at [email protected] me at [email protected]
Executive Education Program SeriesExecutive Education Program SeriesExecutive Education Program SeriesExecutive Education Program Series
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