Managing Difficult Employees
Imagine this: You’ve just appointed a new Chair to a key committee. But the old Chair just can’t let go. Despite stepping down they’re still offering unsolicited advice, questioning every decision and meddling in things that are no longer their domain. This behaviour, although well intentioned, creates tension and confusion. The new Chair is questioned on every decision and progress grinds to a halt. Everyone on the team is feeling the pressure and conflict is simmering beneath the surface.
When employees, especially those who used to have authority, overstep boundaries it doesn’t just slow productivity – it damages trust, morale and team dynamics. But why do some people have such a hard time staying in their lane even when their role has changed? And what can you, as a leader, do about it?
Managing Difficult Employees: The Root Cause of Lane Jumping
Power and Control
At the heart of this behaviour is often a desire for control. People who can’t step back may fear losing influence or relevance. They want to maintain the power they once had even if it’s no longer relevant. They may have felt their contributions were key to the team’s success and now struggle to trust anyone else to do things their way.
Perfectionism and Insecurity
Often this need for control is linked to perfectionism. These individuals may believe they are the only ones who can do the job “right”. Perfectionism though is rarely about excellence alone. Underneath it often masks insecurity. People who act this way may worry others will make mistakes they’ll be blamed for or the team will fall short without their oversight. This insecurity leads to behaviours that disrupt the flow of work even when they mean well.
Impact on Team Dynamics
Unfortunately these behaviours come at a cost. Meddling and over control erodes trust and teamwork. Others on the team may feel second guessed or undervalued which can create resentment. It also creates a culture where people are reluctant to take ownership because they fear their decisions will be criticized. The result? Poor collaboration, low morale and frustration all round.
Behaviours of “Lane Jumpers”
Meddling in Others’ Work
These individuals will interfere in projects they no longer have control over. They insert themselves into conversations, offer opinions where they’re not needed or question decisions that have already been made. Their actions can confuse roles and leave the actual person responsible feeling undermined.
Refusing to Let Go of Control
Even when they’ve passed the baton these employees can’t trust others to handle the responsibility. They may hold onto tasks long after they should have delegated them and create bottlenecks and delays. Their unwillingness to let go can stunt the growth of newer team members who never get the chance to prove themselves.
Condescending and Critical
Some Lane jumpers often have an air of superiority. They want to be seen as the expert and they may come across as critical or condescending. They may pick apart minor details or criticize others’ decisions to reinforce their own sense of control or importance. While they may think they’re helping, their approach usually does more harm than good.
Managing Difficult Employees: How to Deal with These Behaviours
Clear Boundaries and Role Definitions
When managing difficult employees like those that can’t stay in their lane, you need to set clear boundaries. Make sure everyone knows their role and where their responsibilities start and stop. As a leader you need to be firm on these boundaries and not let people overstep. Regularly reinforce roles in meetings and emails to remind everyone of their specific tasks.
Assigning Accountability
To stop someone meddling you need to make accountability clear. When delegating tasks make sure each person knows exactly what they’re responsible for and others shouldn’t intervene unless asked. You can reinforce this by publicly acknowledging success when tasks are completed by the right person. This reduces room for interference.
Giving Feedback
Sometimes direct feedback is needed. Have a private conversation with the person jumping in. Be specific about their behaviour-give examples of when they’ve jumped in-and explain the impact on the team. Use a coaching approach by asking questions like, “What can you do to support the team more?” or “How do you think the new Chair feels when you jump in?” Offer alternatives that will allow them to contribute without undermining others. Be respectful but firm, focus on the behaviour not the person.
Building a Culture of Trust and Respect
Collaboration not Competition
One of the best ways to reduce lane-jumping is to build a culture of collaboration not competition. Make it clear that the best results come from people working together and respecting each other’s strengths. Encourage open communication where everyone feels safe to share ideas without fear of being criticized or overruled.
Recognition for the Right Reasons
Make sure recognition is distributed fairly. Lane jumpers often act out because they crave attention and affirmation. Recognize them for their positive contributions but be careful not to reward behaviour that undermines others. Balance recognition by making sure everyone feels valued for their individual role not just for trying to do more than is needed.
How to Manage Your Own Frustration
Dealing with difficult employees can be draining especially when their behaviour affects the whole team. As a leader you need to manage your own frustration and not take it personally. Their behaviour is about them not you. Find someone you trust to talk to or get advice from, whether it’s a mentor, colleague or coach. This will help you get perspective and not let frustration cloud your thinking. Take time to step back and look after yourself, you’ll handle the situation much better when you’re calm and clear headed.
Summary
Difficult employees who jump in where they are not suppose to, can disrupt the workflow, frustrate their colleagues and harm productivity. As a leader it’s your job to manage these behaviours before they impact your team’s success. By setting clear boundaries, assigning accountability and giving feedback you can get these people back in their lane. Building a culture of respect and collaboration will prevent these behaviours from happening in the first place. Don’t wait until it becomes a bigger issue-act early, be consistent and create a team environment where everyone feels able to do their best work in their own role.
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Contact Beverly about hosting a workshop for your teams on how to deal with difficult people at work. Learn strategies to create a more positive attitude in the workplace and encourage an engaging, safe working environment!
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If you have some strategies to share – comment on this posting!
Additional Resources:
10 Signs that You Are The Toxic Person
How To Handle A Difficult Boss
Dealing With Difficult Employees
Don’t Let That Difficult Customers Rattle Your Staff
Stop Letting That Difficult Person Ruin Your Day
Related Workshop:
Terminating Toxicity: https://worksmartlivesmart.com/keynotes-workshops/stop-letting-that-difficult-person-ruin-your-day/