Problem Behaviour

Introduction

"...Dealing with challenging behaviour can sometimes be a daunting prospect, as many managers feel that the process will be difficult, unpleasant and awkward..."

Mindtools Content Team, 2025b

You will need to use your judgement as there will be different behavioural problems and their root causes. Bad behaviour could vary from minor things like poor timekeeping through to more serious situations like rudeness, aggression, bullying, harassment, anger, shouting, etc.

Furthermore, don't jump to conclusions beforehand or make assumptions about the reasons for somebody's problem behaviour, especially if the behaviour seems out of character. There could be mitigating circumstances that explain the negative behaviour. For example, there could be something happening in the person's personal life that could explain their behaviour.

One of the best ways to understand what is behind the behaviour is to have an informal discussion with the person to give them the chance to explain their behaviour.

Some Top Tips for Tackling Problem Behaviour

1. Focus on the Behaviour, Not the Person

• Avoid labels like “lazy” or “rude”.
• Use specific, observable language:
  “You arrived 30 minutes late” instead of “You’re always unreliable.”

2. Understand the Root Cause

• Behaviour is often a symptom of an unmet need, stress, misunderstanding, or external factor.
• Gather evidence, eg factual information and direct observation rather than hearsay or subjective opinions.
• Use specific examples to illustrate where behaviours need to change, rather than making vague generalisations.
• Ask:
  “What might be driving this behaviour?”
  “Has something changed recently?”

3. Have a Direct but Respectful Conversation

• Use “I” statements:
  “I noticed you’ve missed deadlines recently and I’m concerned.”
• Be clear about what needs to change, while remaining supportive.

4. Set Clear Expectations

• Ensure people understand what is expected (behaviours, outcomes, timelines, etc).
• Clarify the impact of their behaviour on others and the team.

5. Be Consistent

• Apply rules or standards uniformly across individuals and situations.
• Inconsistency leads to confusion or perceived unfairness.

6. Use Positive Reinforcement

• Reward people doing the right thing.
• Reinforce desired behaviour more than punishing poor behaviour.

7. Document Key Incidents

• Keep notes of what happened, when and what actions were taken.
• This evidence is essential for HR processes, escalation, or performance management.

8. Manage Your Own Emotions

• Stay calm and avoid reacting in the heat of the moment.
• If you feel triggered, take a break and return when you're ready to engage constructively.

9. Involve the Person in the Solution

• Ask: “How do you think we could move forward from here?”
• This approach builds ownership and reduces defensiveness.

10. Establish Consequences

• Set appropriate consequences if behaviour doesn’t change.
• Ensure they are fair, proportionate and communicated in advance.

• If behaviour does not improve, follow-up words with action

11. Listen and Show Empathy

• Sometimes problem behaviour reflects distress, not defiance.
• Show curiosity and compassion to uncover deeper issues.

12. Seek Support Early

• Don’t wait until it escalates. Involve a colleague, manager, HR, or counsellor early on if needed.
• Use tools like mediation, performance coaching, or behaviour support plans.