Addressing an employee’s attitude is a delicate but necessary task for any manager. A persistent pattern of negative behavior can dampen team morale, hinder collaboration, and affect productivity. Approaching this issue is not about punishment, but about opening a dialogue for constructive change. A well-handled conversation reinforces professional standards and supports the employee in making positive adjustments, benefiting the entire team and the workplace.
Identify and Document Specific Behaviors
Before initiating a conversation, move beyond the general feeling of a “bad attitude,” which is subjective and can make an employee feel attacked. Instead, focus on concrete, observable behaviors. For instance, instead of noting a “negative demeanor,” document that the employee “sighed audibly and rolled their eyes when a new project was assigned in the team meeting.”
Specific examples could include consistently interrupting colleagues, using a sarcastic tone when receiving feedback, or failing to acknowledge requests from team members. Each documented instance should include the date, time, location, and a factual description of what occurred. Note the impact of the behavior, such as how it derailed a conversation or affected a project’s timeline, to provide clear context.
This detailed log serves as the foundation for a productive conversation. It shifts the discussion from an accusation about personality to a review of professional conduct, ensuring the feedback is grounded in reality and focused on actions that can be changed.
Prepare for the Conversation
Once you have documented specific behaviors, prepare for the conversation. Choose a private, neutral setting away from the employee’s desk and out of sight of other team members. Schedule the meeting at a time when neither you nor the employee will feel rushed, such as at the end of the day, allowing them time to process the feedback afterward.
A primary aspect of preparation is defining a clear goal for the meeting. Your objective is for the employee to understand the impact of their actions and agree to work on specific behavioral changes. This is a targeted discussion about professional conduct, not a performance review about the quality of their work.
Managing your own emotions is another part of preparation. Approach the meeting with a calm and supportive mindset, remembering the goal is constructive improvement, not confrontation. If you feel angry or frustrated, take time to recenter before the meeting. You may also need to consult with Human Resources to ensure you are following correct company procedures.
Structure the Conversation
When the meeting begins, calmly state its purpose is to discuss specific behaviors and their impact. You might begin by saying, “I wanted to talk with you about some of my observations regarding your communication in team meetings lately.”
Using your documented examples, describe the behaviors without judgment. Frame your observations with “I” statements to explain their impact, which is less accusatory. For example, instead of, “You are always negative,” try, “I have noticed that when new ideas are presented, your comments have focused on potential problems, which I feel discourages others from contributing.”
After presenting a few examples, pause and listen. Give the employee an opportunity to share their perspective without interruption, as they may be unaware of how their actions are perceived or have personal issues affecting them. Active listening provides context and can make them more receptive to feedback.
Finally, clearly state the expected changes. This is not a negotiation but a clarification of what is required. For example, “Moving forward, I expect you to provide feedback constructively and to listen without interrupting when colleagues are speaking.” The focus should remain on observable behaviors.
Develop an Action Plan and Follow Up
Conclude the conversation with a clear path forward. Collaboratively develop a simple action plan that outlines the specific behavioral changes the employee agrees to make. This translates the discussion into concrete, forward-looking steps.
The action plan can be a short document or email summarizing the behaviors to be changed and the expectations. For example, it might state, “John will make an effort to greet clients with a positive opening.” This creates a shared understanding and a benchmark for future discussions.
Establish a timeline for follow-up. Schedule a specific time to check in, perhaps in two weeks, to discuss progress. These meetings are for monitoring behavior and for acknowledging and encouraging any positive changes you have observed, which reinforces accountability.
Handle Potential Difficult Reactions
Anticipate that employees may react negatively to feedback about their attitude. If an employee becomes defensive or denies the behavior, remain calm and do not get drawn into an argument.
Gently steer the conversation back to your documented examples, as referencing factual instances prevents a debate over perceptions. For example, if an employee claims, “I’m not negative,” you can respond, “I understand you may not see it that way, but in Tuesday’s meeting, I observed you state the new timeline was ‘impossible’ before discussion. The impact was that the team’s energy dropped.”
If the employee attempts to shift blame, acknowledge their concerns but maintain the focus on their own behavior and responsibilities. Reiterate the professional expectations and the impact of their actions on the team. By staying calm and focused on the facts, you can manage these reactions and keep the conversation constructive.