Busy managers can be prone to dismiss people-problems as pretty trivial in the scheme of things. BUT people problems in spite of what managers at whatever level think do really matter because they:
1) Waste time – and wasted time means money. People gripe and grumble instead of working
2) Create unnecessary stress in the company – people get upset about people problems and this can lead to outburst of bad temper, absenteeism and low morale
3) Distort business decisions – If staff are perceived as “problem people” then managers often avoid solving the problems and circumvent the problem person by moving them sideways or even promoting them. Organisations often get designed around marginalising or accommodating problem people
4) Provide opportunities for manager s to develop their management skills- managing people who are agreeable, positive and co-operative is easy. Learning how to manage people problems effectively is a real test of personal skill. A manager who can manage difficult people, can manage anybody.
The manager needs to analyse the problem behaviour and the situation or situations in which it is displayed. It is useful for the manager to have a checklist so that all aspects can be thought through, such as:
1) Is the behaviour a problem to everybody or just to me
2) Does the behaviour affect the company efficiency and output
3) Am I the problem? Does my behaviour cause the problem
4) Could the situation be amended to help the problem
5) Will coaching, counselling or re-training help the problem ?
6) Is it essential to confront the issue in a sensitive manner
Given this analysis it should be much clearer to the manager why, how and when to act to solve the problem, if at all.