Kevin Sensenig, PhD, RODP, and global brand champion for Dale Carnegie & Associates (www.dalecarnegie.com ), Hauppauge, New York, works most often with HR professionals. His points, however, can be given to any employees whom you have identified as having leadership potential. Train these promising employees to be positive coaches and team leaders.
Sensenig notes that it is important for HR professionals, in their role as coaches to team leaders, to remember that people want to be part of the company and part of the team.
When negative behaviors appear, it is often in reaction to fear, stress, and uncertainty. This must also be communicated to the team leaders.
Three principles HR professionals may share with team leaders for use in dealing with the negative behavior on the part of one or more team members come from Dale Carnegie, according to Sensenig:
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- We should call attention to people’s mistakes indirectly. When we point it out [negative behavior] in a positive way, they’ll be more likely to address it and get back on track on their own. Sometimes when we put something in someone’s face, he or she will react to that even more negatively and exhibit even more negative behaviors.
- We need to ask questions rather than give direct orders. Why is this happening? Why are you feeling this way? What’s causing you to react or behave this way? The person may save face and be able to change the behavior, saving himself and moving forward.
- We need to praise all improvement [in behavior]. We need to give positive reinforcement. An example of that is, “Hey, I noticed a much better attitude in that last team meeting. Good job!” Another example is, “I noticed that with the last project, you followed up with every detail. Way to go!”
Prevention Is the Best Cure
It is worthwhile to discuss how human resources executives and company leaders might work to prevent negative behavior altogether. Sensenig says that much of the anxiety and frustration that leads to negative behavior may be avoided by encouraging open dialogue between leaders and employees.
“Employees shouldn’t just hear information from the top and try to assume how they fit into it. Leaders must be more approachable and communicate new strategies and how employees fit into them,” he concludes.
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