Dealing with a Disruptive Team Member: Can I Terminate for Persistent Misbehavior?

Hello Everyone,

I am working in consultancy where I am handling a team of 10 team members under me. Everyone else is fine; however, there is one member in my team who, when asked for anything (related to his work or otherwise), starts arguing and giving answers back in front of everyone. Now, I am concerned as this behavior may create a negative influence on others. If not today, perhaps later other team members will learn the same from him. I have given him numerous chances; despite my warnings, he has maintained his behavior. He is average in his work.

Can I terminate him based on this behavior? What should be done? Please suggest.

Hello Everyone,

I am afraid this may create a bad influence on others. If not today, maybe later other team members will learn the same from him. I have given him numerous chances. Despite my warnings, he has maintained his behavior as it is.

As per your issue with this individual, you need to address the situation directly. Keep a close eye on his behavior, especially when he is with the rest of your team members. Observe how he talks and behaves with them, and gather feedback from them. Lastly, you need to be more assertive. Make him understand that next time he will not be warned for the mess he creates and will be asked to leave.

Hope this helps you.

Cheers,

Bad behavior is reciprocal, not a one-sided approach. Otherwise, it is abnormal behavior. If it's not abnormal, then you have to sit with him, ask what the problem is, and bring it to the notice of the boss that you cannot work with him this way. Your approach should be straightforward; no left, right, or lackadaisical approach will help you. Your intention is not to harm him but to bring to the notice of everyone that nothing can be tolerated which is outside the decorum of office norms.

Regards,

Rashid

Hi, As per your issue with this chap, you need to get him on the ground first. He's flying high... you need to keep a check on his behavior, especially when he's with the rest of your team members. See how he talks and behaves with them, and get feedback from them. Lastly, you need to be more assertive. Make him understand that next time he will not be warned for the mess he creates and would be kicked out. Hope it helps you.

Cheers,

Willful insubordination is sufficient grounds for termination of services; however, do not violate the principles of natural justice (ID act).

Hi,

Do not terminate him. That should be the last option. Have a one-on-one session with him in a closed room, question him on his behavior and what his problem is, resolve all conflicts if any. Then make the right decision.

Regards, Desmond:icon1:

You should know why he is doing so. Are you competent enough, or do you have some minus points within you? If he is behaving well with the rest of the team, then you need to analyze yourself.

Please change the topic of the discussion.

What is it that you have understood about the meaning of misbehaving?

Why are you not engaging in self-realization?

Everyone listens to your words, so they are considered good. If someone argues with you, does that make them bad?

I do not understand the concept.

Furthermore, this guy may be correct, which you may not be willing to accept. This could also be a reason for your confrontation with him.

Engage in some self-realization.

The mistake may lie with you.

Do you know what people say about you when you are not around?

This is quite a natural reaction. Don't take any criticism here personally. People who gave some bitter answers are not pointing at you but at your way of thinking (I think it's temporary due to this problem). Maybe you are afraid of this chap and you branded him for yourself as a rebel/troublemaker or a rotten apple who can injure your perceived team of humble folks.

Heroes within groups rise because of such an attitude of the leaders; treating the out of the ordinary as threats. Please shelve your idea of terminating the guy and instead keep this problem completely out of your mind for the time being. Later, you may start thinking along the lines of turning him into an ally. Don't take things like these personally; don't waste your precious time and peace of mind on such silly matters. If you think that somebody should be punished, appraisals will take care of that. Why you?

Please treat him completely from the window of "I'm okay and he is okay." Believe that you can handle this guy. DEFINITELY!!! ALL THE BEST!

Hello Everyone, I am working in Consultancy where I am handling a team of 10 Team Members under me. Rest everyone is fine, there is one member in my team who, if asked for anything (maybe related to his work or any other), starts arguing and giving answers back in front of everyone. Now I am afraid as this may create a bad influence on others. If not today, maybe later other team members will learn the same from him. I have given him an endless number of chances, despite my warnings, he kept his behavior as it is. He is average in his work. Can I terminate him on this front? What should be done, please suggest.

Hi,

Need to address this from multiple angles....

1. How is his performance? A bad attitude (if present) would somewhere reflect in the work sphere too. If you can evaluate that and ensure that you provide him solutions, it would help you establish your leadership role. Check on this.

2. Is he behaving like this only with you or others too? If it's generic, you could analyze the situations where his response is like this and then get some clues.

3. If he behaves like this only with you, you may be his problem. Check him and yourself and areas of conflict. You would get insights there.

If you approach this issue with an "I am RIGHT, you are WRONG" position, you will never get to know the real reasons behind this behavior. You need to listen and LISTEN carefully.

Best of Luck. The fact that you are seeking help from others shows that you are concerned about this and need to find the right solution. It's just that you have to be a little patient and need to modify your point of view.

Hi,

I have read your problem and other comments. In my opinion, you will have to judge his performance and the roles he has in the development of the organization. You need to determine if this individual is truly necessary for your organization. Consider the potential impact on the company if you were to terminate him. If it is significant, start by counseling him. Evaluate why he may be behaving in such a manner towards you, and whether this behavior is consistent with others. Seek feedback from others. Following this, issue an advisory note. If the behavior persists, provide a show cause notice and proceed with disciplinary action. By following these steps, you can bring him in line with expectations. Keep records to prevent potential industrial disputes. Offer him three opportunities for improvement. If, despite all efforts, he continues with the same attitude, based on documented evidence, you may proceed with termination.

If you require further clarification, please feel free to reach out to me.

Thanks and regards,

C. Chatterjee
Kolkata

All coins have two sides, my friends.

Why do you only see one side?

Have you ever heard the other person's version?

Why do you point out the mistakes only on him...

Dear All:

If someone is asking you a question, it is important to respond politely and provide them with an answer. Responding in bold letters may come across as shouting and could make the other person feel pressured to accept your words. Let us make an effort to act wisely and ensure that the other person understands the information clearly.

Thank you.

Hello Everyone,

Even I am facing the same problem with my staff members. I am working in a BPO as an HR. Now, coming to my problem, we had a feedback session two days ago in which it came out that most of the people are dissatisfied with me. They find me rude and aggressive. I think this is because I had to shout at some of them as they do not follow the rules and regulations of the company. I confess that sometimes I become aggressive, but later on, when I realize my mistake, I personally discuss the matter with that employee and ask for forgiveness. Now, that feedback result is really shocking for me, as most of the employees are nice to me during working hours or when I am there with them.

What should I do? Please advise.

Shweta

Dear,

Termination is not the solution to the problem. Firstly, identify the root cause of the issue with him. Is there any family, personal, or professional tension affecting him? If all three aspects are in order, then you can calmly discuss the matter with him. If the above two approaches prove ineffective, you can issue him two written warnings. Only after that, should you proceed with a termination letter. Ensure that the cause of termination is clearly stated in the appointment letter provided to him.

Best regards,
Bhagwan Tolani
HR Manager
CM Group
9968737796

Hello Everyone,
I am working in a consultancy where I am managing a team of 10 members. Everyone else is performing well, except for one member who tends to argue and answer back when asked for anything, be it work-related or otherwise, in front of everyone. I am concerned that this behavior may set a negative example for others and potentially influence the team negatively in the future.

Despite numerous chances and warnings, this individual has not improved his behavior. While his work performance is average, his conduct remains problematic. Can I terminate him based on this issue? Your suggestions on what steps should be taken would be greatly appreciated.

Hey, guide him or assist him if required. Firstly, it's necessary to keep subordinates "in control"; they are neither your boss nor your subordinates. If not controlled, they will rule over you.

Serious action is required if someone is often late. Take immediate action if there is misbehavior, lack of punctuality, or poor performance.

Apologize And Change Your Behavior.

Shouting At Employees And Showing Anger Is Not Good HR Practice And Culture. You Can Explain Employees Of Their Deviations From The Work And Rules As Well Regulations Which Are Not In The Interest Of The Employee As Well As The Company. Employees, by and large, follow HR instructions with some exceptions which can be avoided over the period of time. Just Keep Your Head Cool.

Regards, Rashidbhai

One can't always say okay to the boss - he has the right to debate and express his views to others. The boss is not always correct. If he is putting you down in front.

Miss Gladys,

Thank you for opposing my views.

A small correction,

I never want anyone to accept. You have to be outright straightforward. Why say in general, you can point directly to me by referring to my name. The problem here is no one understood the issue. We are guiding the person by providing solutions. Guiding her does not mean that we have to say YES to everything the person says. The person has to understand what exactly the problem is. The way we respond reflects how we accept the mistakes, differential thoughts put across us.

Expecting more fierce views.

Let us give a practical solution.

As Mr. Peer Sardar highlighted, one should look at both sides of the coin.

If a boss is not competent, such problems may happen...

I think Spear is absolutely correct. Termination is not the only solution to get rid of this kind of person. Tomorrow, if you recruit anyone in his place, then what is the guarantee that you won't get the same behavior from that person? As a leader, you should try to tackle the situation and counsel the person. In my opinion, the more he shows his arrogance, the more you show your softness; he will stop behaving in such a manner sooner or later. The only thing is you have to keep patient. All the best, Subh.

I would say it's the other way around. I find you incapable or incompetent to handle this guy. It's not his but your problem. You get irritated fast. You are responsible for his behavior.

Hope you try to first cool down yourself and then make decisions while communicating with him. Be calm. You're the leader; hence, it's the first job for the leader to take care of his/her team by interacting with individual members.

Hi,

You can personally talk with the employee. If it was done unintentionally, try to find out the reasons and give suggestions. If done intentionally, then give a verbal warning and also explain the procedure related to disciplinary action.

Thanks,
Pallavi.

Take disciplinary action against him and issue him a proper formal warning, charge sheet, and explanation letter. I hope this will be enough for him; if not, then issue him suspension. Before suspension, conduct an inquiry into the matter and select a neutral inquiry officer. Based on his inquiry report, you will be able to make a decision on dismissal.

For proper disciplinary action procedures, please contact me at [Login to view].

Regards,
Khan

Dear Sir,

If your subordinate is misbehaving with you (arguing/answering in front of everyone need not be considered as misbehavior), one has to view the reason for this behavior in two ways. If the boss has no professional knowledge or a good attitude as required, no doubt that he has to improve himself. If the subordinate is generally of such a nature that always argues with everyone without proper reason/logic, no doubt that he will spoil the entire team's morale and productivity, and hence immediately the boss has to get rid of him from his team at any cost.

Sridharan

The first thing I noticed in your email is pointing out a particular person, which is wrong. You cannot compare or point out somebody as wrong just because he argues. As an HR professional, we should consider every individual as unique. They have their own ideas and behavior, so try to help or understand what the problem is. I would suggest a 360-degree approach to understand the situation and act accordingly. Believe in this, nobody is better than anybody, and nobody is worse than anybody.

Correct me if I am wrong.

Thanks and best regards,
Manish

Hi Shoaib,

Friend, everyone has their own demeanor. They behave in a way they believe is right, which means according to their perception, they consider themselves right. This also happens with you. So, if the opposing party is extremely wrong in the unanimous perception, then only counseling is the best option. We should diversify the concept of "we." This approach produces positive results.

We should help the target person realize their good traits. Narrating their positive traits can assist them in overcoming the negative ones.

Thank you,
Shoaib :)

If the boss made a mistake, he has to correct himself - in case the subordinate terminates him! What logic! How will he correct himself? (BOSS) The subordinate is also recruited by the management - we don't know how long he has been contributing to the organization, his performance, etc. It appears that the boss is new to the organization and is unable to handle the situation. He may be afraid of this subordinate taking over him! We can't conclude without knowing the actual scenario.

Hi,

I suggest that you need to talk to him on a personal level and help him understand his behavior, as well as understand why he is behaving that way. You also need to gather feedback from other team members about him.

Maintaining a good team spirit and sustaining it is crucial for efficient productivity. Additionally, you should communicate with your other team members to ensure they are not being influenced by him and to emphasize the importance of their roles.

If the individual is not performing well and continues to exhibit the same behavior, then you may need to terminate him with prior notice.

Regards,
Neelima B

Enough has been said about the topic, but I fail to understand why this Eagle guy has to type in red LARGE fonts. I think he himself was terminated for insubordination, which is why he is getting so hyper, lol.

About the topic at hand, how many people here are actually handling a team is what I would like to know; and by handling a team, I mean direct reportees. It is very easy to blame the boss and say that the person is incapable of handling an arrogant or argumentative employee, but feedback sessions don't always help, and even a fresher knows that little can be achieved by arguing with your supervisors in front of everyone.

I would be surprised to know that no one here has come across an employee like that in their career who is always questioning everything, has a negative approach, feels that things can be done in a better way but doesn't know the better way themselves, tries to outdo the supervisor at every opportunity.

My suggestion is to let him know about his negative attitude if not done already, tell him that you'd support him if need be, and ask him if he has any suggestions for you. After that, if there is no improvement, give him a warning letter, and if he doesn't mend his ways, throw him out. He'll gradually learn after a little more experience.

My friend R.R is requesting you to kindly maintain decorum while addressing others.

What do you think about a person?

How can you come to a conclusion about a person whom you never know, or how can you judge a person by only seeing the postings done?

The same shows how well you tolerate the statements against your colleagues or subordinates.

The same also shows how much you know about yourself.

Please maintain decorum while in a public forum.

Never ever try to do this again.

Hi,

It's very common that when two or more people work together, there can be a difference in thoughts. However, being more rational and logical should be considered in behavior. In my opinion, the basic solution would be self-introspection. If you believe you are correct and the other person is displaying abnormal behavior, as a leader, you have the right to guide them back to normalcy and ensure the integrity of your team, as it is your prime responsibility.

I would suggest that before having a one-on-one discussion, as recommended by many, you should ask the individual to complete a questionnaire related to their job satisfaction or how they envision their leader. Once you have their introspection, you can then invite them for a general discussion. During this conversation, it is important to maintain a rational demeanor and address any doubts they may have regarding their work.

Another approach could involve a role-playing strategy where you present specific practical issues you have encountered with them to help them understand that their behavior is inappropriate and may negatively impact the team.

Our primary goal is to make them aware of their actions and how they can improve. Termination should be viewed as a last resort, not as a means of punishment. It is essential to emphasize to the individual that they need to take their job seriously in HR and, first and foremost, adopt a positive attitude.

Regards,
SKP

Hello Everyone,

I am working in a Consultancy where I am handling a team of 10 team members under me. Everyone else is fine. There is one member in my team who, when asked for anything (related to his work or otherwise), starts arguing and giving answers back in front of everyone. Now, I am concerned as this behavior may create a bad influence on others. If not today, maybe later other team members will learn the same from him. I have given him numerous chances, despite my warnings, but he has continued his behavior. He is average in his work. Can I terminate him for this reason? What should be done? Please suggest.

Let you hand him a book on how to behave with team leads and let him check his behavior with his superiors. If he misuses it, then it's better to call him out of the organization.

Kishore

Hello Everyone,

I am working in consultancy where I am handling a team of 10 team members. Everyone else is fine; however, there is one member in my team who, when asked for anything (related to work or otherwise), starts arguing and giving answers back in front of everyone. I am concerned as this behavior may create a negative influence on others, potentially affecting other team members in the future.

This is Raghunath from Bangalore. As an HR professional, I would like to address the issues you are facing:

Problems you are facing:
1. Out of the 10 members, one person is proving difficult to handle due to their audacity in not listening to you, causing hurt within the team.
2. The reason could stem from an attitude problem, influenced by various family backgrounds. Conducting background checks to verify antecedents may be challenging in the current context.
3. Indifferent attitudes could be due to the individual's work profile or the situations they encounter.

Solution:

I recommend speaking to the individual in person to understand the reasons behind their behavior. As a team leader, it's possible that under work pressure, your advice may have been perceived wrongly. Establishing a friendly rapport with the person and explaining their role within the organization during less stressful times may help.

Maintaining composure and approaching the situation positively can aid in resolving conflicts. It is crucial not to resort to immediate termination, as we are all prone to mistakes. Continually communicate with the person, offering praise for good work and guidance for improvement when necessary.

Remember, termination should be a last resort, reserved for individuals who show consistent negative behavior impeding productivity.

Thank you.

Regards,
B.V. Raghunath

Handling Employee Misconduct: Seeking Advice

I am working as an HR Generalist with a visa processing company. We have a process of sending daily work reports by EOD in a prescribed format. I, as the HR, am responsible for ensuring that everyone sends the report. A couple of days ago, one of the employees left without sending the report. I asked him to send it, and he emailed it from his mobile phone without using the correct format. I requested him to resend it in the proper format and informed him that he would not receive any extra leniency as everyone else was following the process. He began behaving rudely towards me and made inappropriate comments. I promptly reported this incident to the Director over the phone since he was not present in the office. The Director assured me that the individual would need to apologize in front of everyone, and whether he would remain in the organization was a decision for me to make. The following day, the Director called both of us, reprimanded the individual, and only issued a verbal warning, without requesting an apology.

My concern is that the individual involved in this incident has received multiple verbal warnings in the past regarding his behavior and discipline, yet no further action has been taken against him. As an HR professional, what should be my next step in this case? Please advise.

Regards,
Pooja

Thank you, sir. I appreciate your recommendation. I also told the Director that I will not take on his responsibility anymore as his attitude has worsened. However, the Director does not acknowledge this and mentioned that if he repeats the behavior, he will be fired. You are also correct in pointing out that the Director is reluctant to take strong action as the person in question is his friend's son.

According to me, every problem has a solution, and being a TL, it's very important the way you find the solution because even your solution will have an impact on other team members. Firing someone on the grounds of arguments and answering back is not the right thing to do.

Steps to Address the Issue

In this situation, what you can do is call him into your cabin, if you have one, or the meeting area where you can talk to him privately. Speak to him politely regarding the issues he is facing and ask him what makes him so irritated. As you said, you have already given him enough chances, though there is no change in his behavior. Try to observe how he is with other colleagues. Does he talk to all others in the same way, or is it just you? You will get many answers yourself.

Next time when you have any work related to him or any questions, try to call him aside and ask him. After taking all the measures to ensure you don't fire him wrongly, if the situation still persists, you can terminate him, giving valid reasons.

Regards,
Soniya

Terminating an employee is not the solution to your problem. It's hardly difficult to manage when you have only 10 team members.

Tips for Managing Difficult Team Members

Here are some tips:

1. Talk to him one-on-one.
2. Try to understand what his problems are.
3. It is true that an average-performing employee will always be rebellious.
4. Educate him about his work and motivate him.
5. In a smaller team, it's better to work like a family, which provides lost enthusiasm to work as a team rather than focusing solely on individual performance (though individual performance is important).
6. Counsel the person and understand their background.
7. Sometimes, as the head of the team, you have to bear these problems.
8. Keep your senior management informed about the incidents and seek their opinion.
9. Avoid legal complications by not terminating him abruptly.
10. If all efforts fail, build a case against the person legally and dismiss them in a safe manner.

Remember, effective communication and understanding can often resolve issues without resorting to termination.