Correcting employee requires higher-ups’ support

Marie McIntyre

Q: One of my employees is impossible to manage. “Amy” fails to follow required procedures, refuses to collaborate with others, and consistently ignores instructions. Her behavior is so disruptive that people avoid working with her on projects.

After receiving numerous complaints from both customers and staff members, I have concluded that this cannot continue. I intend to have a serious talk with Amy and specifically outline the changes required if she is to remain with our team. However, I have some concerns about taking this step.

On four previous occasions, Amy complained to human resources after I gave her some constructive criticism. As a result, my boss called me in for a coaching session on the best way to communicate with her. Now I’m afraid that he might undermine my corrective action plan. How should I handle this?

A: As you have unfortunately learned, successfully addressing performance issues requires higherlevel support. Otherwise, the problematic employee might simply bypass you in an effort to nullify your feedback. So before making a fifth attempt to correct Amy’s conduct, you must be sure that management is firmly in your corner.

Provide your boss with a detailed account of how Amy’s actions are hurting the business. Complaints from customers and colleagues should certainly get his attention. Explain how you intend to proceed and ask him to approve Amy’s performance-improvement plan. Then repeat this process with human resources.

Given Amy’s history, you might also consider inviting your manager to sit in on the discussion with her. Although you should be the one to deliver the feedback, a higher-level presence sends the message that her rebellious behavior will no longer be tolerated.

The hope, of course, is that Amy can reform, but entrenched personality traits are difficult to change. Therefore, you must also agree with your boss on the consequences of continued misconduct. And Amy must clearly understand this as well.