"Problem" Employees: How you contribute to the problem.

Several years ago, I was invited to speak at an annual state HR conference on the topic of “Dealing with the Problem Employee.” I remember the moment I put the word problem in quotation marks in the title.

On some level, I knew it might disappoint those in the audience who were looking for strategies to reinforce their belief that they had “bad” employees and needed to fix or manage them.

Instead, I took a different approach, one that I knew might not land well with everyone: I suggested that the person to whom the “problem employee” reports might actually bear some responsibility for creating the problem in the first place.

This perspective wasn’t what many attendees wanted to hear. They wanted to believe they weren’t part of the problem, that the issue resided solely in their employees.

However, I’ve long believed that true leadership demands self-reflection, especially when dealing with employees who aren’t performing at their best.

To reinforce this idea, I often reference the book Leadership and Self-Deception. The central tenet of this book is that we, as leaders, are often blind to our own role in creating and perpetuating the very problems we blame on others.

We see others as the issue, while failing to recognize how our own actions—or inactions—might be contributing to the situation.

I also incorporate the CABLES model into this discussion. This model emphasizes six key behaviors that are crucial for leadership and team development: Consistency, Appreciation, Belongingness, Listening, Empathy, and Specificity. This is how one builds better bridges with others.

When we as leaders fall short in these areas, we may unintentionally contribute to the very behaviors we label as problematic in our employees.

For example:

• Consistency: If I’m not consistent in my actions and don’t “walk the talk,” I could be fostering confusion and mistrust, leading to disengagement.
• Appreciation: Failing to recognize or appreciate my employees’ contributions can result in feelings of undervaluation, which may manifest as disengagement or underperformance.
• Belongingness: If I don’t create a sense of belonging, my employees might feel isolated or excluded, which could lead to a lack of commitment or loyalty.
• Listening: By not actively listening to my employees, I may miss out on crucial insights and feedback, creating an environment where problems fester.
• Empathy: Without demonstrating empathy and trying to understand things from my employees’ perspectives, I risk alienating them and diminishing their motivation.
• Specificity: If I’m not setting clear expectations and holding my team accountable, I might inadvertently create a culture of ambiguity and inconsistency.

Taking responsibility for these aspects of leadership is essential. To be a great leader, I must first look in the mirror and ask, “What role do I play in creating or perpetuating this situation?”

This self-reflection is often the best starting point for improving the performance of an employee who isn’t operating at their best.

A Call to Action

The next time you find yourself dealing with a “problem” employee, I challenge you to pause and take a hard look at your own behaviors.

Are you consistently walking the talk? Do you recognize and appreciate the contributions of your team? Have you fostered a sense of belonging? Are you truly listening? Do you demonstrate empathy? Are you clear and specific in your expectations?

Before pointing fingers, ask yourself if there’s something you could do differently to support your employees better.

Remember, leadership isn’t just about managing others—it’s about managing ourselves first. By addressing our own shortcomings, we can often resolve the issues we see in others.

The next time you encounter a “problem” employee, look in the mirror first. You might just find the key to unlocking their potential—and your own.