Recognising and Addressing Changes in Employee Behaviour
Recently, we received a question from a manager about an employee whose behaviour had noticeably changed. The employee seemed disengaged in team discussions and appeared somewhat cranky, not their usual self. The manager was unsure whether to address this or how to approach it. This scenario might sound familiar to you, and it’s a common dilemma in the workplace.
Understanding the Iceberg Metaphor
Think of an iceberg: most of it lies beneath the water’s surface, with only a small portion visible. Similarly, a lot of what’s happening in an employee’s life is hidden beneath the surface. At work, we only see the visible part. It’s crucial to consider that there might be underlying personal issues affecting their behaviour, which may not be work-related. However, ignoring it isn’t an option either.
Initiating the Conversation
When faced with such a situation, the best approach is to start a conversation. Here’s how you can do it:
- Observation: Begin by sharing your observations. For example, “I’ve noticed that you haven’t been as engaged in team discussions lately and you seem a bit off. Is there something going on that I can help with?”
- Supportive Inquiry: Ask if there’s anything at work causing stress or discomfort. “Is there anything at work that’s bothering you or causing you stress?”
This approach shows empathy and concern without being intrusive.
Handling Initial Resistance
Sometimes, employees might respond with, “No, everything’s fine.” This can be tricky, but it’s important to respect their initial response while remaining observant.
If the behaviour continues, revisit the conversation after a few weeks. You can say, “We talked a few weeks ago, and you mentioned everything was fine. However, I’ve noticed these [specific behaviours] persist. I’m concerned and want to ensure there’s nothing at work contributing to this.”
The Emotional Response
Bringing up such topics can lead to varied reactions:
- Emotional Release: The employee might open up emotionally, perhaps even burst into tears, feeling relieved that someone has noticed and cares.
- Defensiveness: They might again insist that everything is fine, needing more time to open up.
If the latter occurs, giving them space and revisiting the issue later can provide them with the opportunity to reflect and decide to share more openly.
Persistent Behaviour and Follow-Up
If the behaviour persists and the employee still doesn’t open up, it’s important to balance persistence with respect. Continuous probing can become irritating, but a follow-up after some time shows genuine concern.
The Importance of Positive Intent
Approaching the situation with positive intent and curiosity is vital. It shows the employee that your concern is genuine and that you’re there to support them. This mindset helps in building trust and may encourage them to open up eventually.
Discovering Underlying Issues
Addressing these changes can sometimes uncover significant issues, such as workplace harassment or bullying. As managers, it’s our duty to understand and address these concerns promptly. Additionally, it might reveal areas where you can improve as a manager, offering you a chance to support your team better.
Encouraging Open Communication
Encouraging open communication within your team can prevent such issues from escalating. Regular check-ins and fostering a supportive environment where employees feel comfortable sharing their concerns can make a significant difference.
In Summary
Addressing changes in employee behaviour is a delicate but essential task for managers. By approaching the situation with empathy, positive intent, and a willingness to support, you can uncover and address underlying issues, fostering a healthier and more productive workplace.
If you’ve experienced a similar situation or have any stories to share, we’d love to hear from you. Just connect with Karen Kirton on LinkedIn, or send us an email. Your insights and experiences can help others navigate these challenges more effectively.
