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Fire Your Troublemakers Before They Sabotage Your Business
Do you ignore problem employees rather than confronting them and holding them accountable for their bad behavior? As a leader, it's your responsibility to remove obstacles and barriers that make it hard for you and your team to do your jobs. Troublemakers are definitely obstacles that need to go.
These employees negatively impact your bottom line, because they ruin your reputation with bad service. They create a toxic work environment that becomes intolerable to the talented and committed employees you want to keep. The beauty of working in a private practice and being an entrepreneur is that you can choose the kind of people you want to be around you. Expect loyalty to the practice and agreement with your vision! To remedy the situation: - Determine if the employee is really a troublemaker, or if he or she is simply fearful of change.
- Let employees know you will never tolerate libelous or slanderous communication.
- Get rid of people who won't get on board with the direction your practice is moving.
1. Decide if S/He is Really a Troublemaker
Sometimes capable and loyal employees are fearful of change and act out based on their discomfort. Sometimes the person is a bad apple who will continue to disrupt and disrespect your process. How do you know the difference?
When someone is having trouble coping with change, she has thoughts and feelings along the lines of:
- "I am going to lose something of great value to me."
- "I don't' understand what's changing and how this change will affect me."
- "I don't think this change makes any sense for our practice."
- "I don't like change, and it makes me nervous."
Problem employees, on the other hand, are not people who occasionally make mistakes rooted in fear. These are people who repeatedly act out. They are hostile and selfish and act in deceitful or underhanded ways. Troublemakers are way past the three-strike rule.
2. Do Not Tolerate Defamation
Libel and slander are communication of a false statement that causes harm to the reputation of an individual or organization. Libel is defamation of character when it's in writing, such as on social media. Slander is defamation when it's spoken aloud and heard by someone else. False statements include ones like:
- "This practice only cares about money."
- "They don't care about me."
- "They only care about themselves."
Confront the offending employee and say: "I expect you to manage yourself in a better way. I won't tolerate this kind of discussion or behavior. If you are slandering me, or the clinic, what you're really saying is that you don't trust the direction the practice is going. If that's the case, I invite you to leave our hospital."
3. Fire The Ones Who Need to Go
A good rule of thumb for managing resistance is to give people no more than 60 days to respond to change. If it takes longer, the person is a troublemaker and you need to fire him or her ASAP.
It is always uncomfortable to fire people. The 36 hours leading up to the termination and immediately after are painful! But practice leaders are often willing to experience years of pain to avoid these few hours. Don't make that mistake! There are plenty of other fish in the sea, people who will be loyal and committed to the success of your hospital.
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For more information about hiring Shawn to speak to your leadership team about team-building, managing your human resources, or communication, contact Cindy Oliphant at 888-759-7191 or by email.
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Asking for a Past-Due Performance Review
Q:
I'm an experienced technician working in a busy veterinary practice. According to our employee manual, we are supposed to get an annual review on or before our anniversary date each year, when we are considered for a performance-based pay increase.
I'm coming up on two years there, but my boss, the practice owner, hasn't scheduled a review meeting with me yet. I work hard to be 100% every day. I care about this practice, but I'm beginning to think she is simply trying to avoid giving me what I believe is a well-deserved raise. What should I do?
A:
First, assume your boss has the best of intentions. As you said, this is a busy practice. Perhaps her neglect has nothing to do with lack of appreciation or avoiding giving you a raise and everything to do with the demands on her time and energy.
But you need to take the bull by the horns. Schedule the date and time for the performance review yourself, and send the owner a meeting request. Remind her that your two-year anniversary is coming up.
Let your boss know how eager you are to learn from her feedback. Tell her that you are always looking for ideas for how you can improve your performance and increase the value you add to the hospital.
If you take this proactive approach and your review is still indefinitely delayed, look for a new job. There are other opportunities available in the industry for someone with your experience and dedication.
Good luck!
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If you have a question you'd like Shawn to answer in a future issue of our newsletter, please reply to this email or submit the question via our website on our contact form. (We will maintain your anonymity.) Thank you!
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Shawn's Gigs
Here are Shawn's upcoming speaking and consulting engagements. For more information or to schedule services, call Cindy Oliphant at 888-759-7191, or email her .
August 28, 2015
CVC Kansas City
Topics: Emotional Intelligence: Taking Your Leadership Up a Notch
Calm, Cool, and Collected: Dealing with Conflict Like a Pro
How to Build Your A-Team
Lead, Manage, or Get Out of the Way
Own It, Work It, Live It: From Manager to Leader
SEPTEMBER
September 18, 2015
IVECCS
Washington, DC
Speaking Engagement
Topics: Calm, Cool, and Collected: Dealing with Conflict Like a Pro, Pathway Planning: How to Get Traction
September 25, 2015
Zoetis
San Antonio, TX
Private Speaking Engagement
September 27, 2015
Calgary Academy of Veterinary Medicine
Calgary, AB, Canada
Speaking Engagement
Topics: Crystal Clear Communication
The 4 Social Styles Hard at Work
Service 101: Building Client Relationships
Service 201: How to Focus on the Client
OCTOBER
October 3-4, 2015
CVMA Southwest
Durango, CO
Topics: Essential Strategies for Coping with Boot-lickers, Buzz-saws, and Other Difficult People
Breaking It Down: The 10-10-10 of Client Service
Wow Them with Winning Service: Turning Policies into Standards
Lead, Manage, or Get Out of the Way
October 8-9, 2015
VMG 17
Las Vegas, NV
Private Speaking Engagement
Topics: Pathway Planning
Emotional Intelligence
October 29, 2015
Zoetis
Winnipeg, MB, Canada
Private Speaking Engagement
NOVEMBER
November 8, 2015
Associate Veterinary Clinics
Ottawa, ON, Canada
Private Speaking Engagement
November 10-23, 2015
Platinum Veterinary Alliance
Sydney, Australia
Private Speaking Engagement
DECEMBER
December 3, 2015
CVC San Diego
Topics: Emotional Intelligence: Taking Your Leadership Up a Notch
Calm, Cool, and Collected: Dealing with Conflict Like a Pro
How to Build Your A-Team
Lead, Manage, or Get Out of the Way
Own It, Work It, Live It: From Manager to Leader
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Contact Us
Shawn McVey, MA, MSW
Chief Executive Officer
Based in Austin, Texas
Phone: 888-759-7191
Fax: 888-759-7193
For information and scheduling, please contact Cindy Oliphant at 888-759-7191, or email her .
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