Conflict management – The “Difficult employees” – Three International stories of success
In every project there are difficult employees, who burden the climate in the project team – in the department or even in the entire company. Difficult employees cause problems and conflicts, stress and anger. Yet, sometimes we can not afford losing them, as they either have some really special skills and knowledge, or the labour market is so though that we can hardly find a replacement. The result: A project manager feeling helplessness to the point of despair.
Difficult employees “infect” others; colleagues may like their counter-productive behaviour or just follow their bad example; this is both burdensome and damaging.
Difficult employees cost money, time and energy.
More than 60% of the cases in which managers are looking for the support of an executive coach are connected with difficult employees.
More than 80% of the time spent in coaching sessions in the leadership programs, which include individual coaching, managers and key employees are discussing some difficult interpersonal relations that they need to handle in order to achieve the business results they are heading for.
Marionela has selected for you three interesting international stories of “difficult employees” and how the situation has been sorted out by an executive. The stories will show how even the most difficult cases have an approach and what are some tools that you can use, so that you influence the respective person.
How these managers used the team as a power to influence destructive behavior. What was the role of the “tribal” effect in the project team and how in reality these managers managed to handle it.
Learn more about the interesting and feasible solutions that they applied in practice.
An International Executive Coach and Team Development Trainer, Marionela is working with individual managers, project teams and Executive Boards to optimise performance. She is a Professional Certified Coach (PCC) accredited by the International Coach Federation (ICF) Member of the ICF Germany and Board member of the Project Management Institute – Chapter Cologne. Last but not least, she is the new Program Manager of the European Mentoring Program of PMI.
With her successful background of over 10 year experience as a HR Management Consultant, she has worked on People development projects in more than 20 countries in East and West Europe for clients like: UNICEF, AES, Mondy, Italcementi, EON, E&Y, Dundee Precious Metals, Titan Cement and many more. Her corporate career of over 7 years in HR Executive positions in large multinational companies has brought to Marionela valuable organizational experience in HR management and people development processes, including managing in-company large scale projects of restructuring, change implementation, digitalisation, search and selection, performance appraisal, assessment/development centers, on-boarding and succession planning programs.
Marionela has over 1000 Individual executive coaching hours of experience with European Top and middle level managers and key people in multicultural environment. She has over 200 seminars and workshops in Leadership competencies development – Communication, Emotional Intelligence, Motivation, Conflict Management, Project Management, Personal change management and life-work balance coaching.
Her business focus lies in multinational companies in Service, Energy and Production sectors in projects of Change management, Executive Coaching, Leadership in times of change. She has led over 15 Leadership long-term programs for top teams – combining training, coaching and teambuilding. Her working languages are English, German, Russian, Bulgarian.