I read a great article in an HR magazine the other day titled, “Stop the Enabling” and I thought it covered some super ideas to share with you. The article deals with how managers need to confront a problem with an employee before the problem becomes so complicated that no level of intervention will help. The author references how some managers can “enable” certain negative employee behaviors by ignoring or downplaying them. The result is a “problem employee” and morale issues with other employees who see the issue as one of favoritism or poor management.

Everyone has faced an employee challenge that made them uncomfortable, whether it is inappropriate attire or language, bullying or harassment, or attendance/lateness. Perhaps you know the employee is going through some personal problems, the employee is “a friend”, s/he gets argumentative or cries when confronted, or perhaps you feel you have tried “everything” but don’t see a way out. Unfortunately these sort of behavioral issues don’t just go away – they tend to fester and get worse. 

Here are a few solutions for what to do if/when you find yourself in this situation: 

1. Don’t delay: dealing with a problem right from the beginning is definitely the best approach. When an employee starts to vary from the known rules and practices, address it immediately. Not every employee or situation is the same, but by enforcing the workplace rules consistently employees feel there is a level of fairness and appropriateness in enforcement.

2. Ask for help: talk to other employees about policies or procedures to ensure that they are understood, and look for advice as to how to close loopholes and avoid inconsistencies. These discussions are not about blame, but rather an opportunity to get everyone aligned and “in the boat” relative to expectations.

3. Admit your mistakes: if you have let an issue go, recognize your mistake and rectify it. Sit down with the employee and acknowledge that you have tried to work through the problem but that the lack of change is now unacceptable. Talk through with the employee the issue and your expectations for improvement, including a specific date to check in and discuss progress.

4. Act like a manager: after you have tried the informal approach and failed, address this for what it is – a problem with job performance. Treat the employee with respect, but take the issue to the next level.

Remember, a part of a manager’s job is to act consistently and decisively when issues arise; failure to do so usually creates more difficulties than taking an action that isn’t “perfect”.