Management 101: Understanding Challenging Behavior at Work | Sharon Xuereb | Skillshare

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Management 101: Understanding Challenging Behavior at Work

teacher avatar Sharon Xuereb

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

6 Lessons (29m)
    • 1. Introduction to the course

    • 2. What is challenging behavior?

    • 3. Types of challenging behavior at work

    • 4. Consequences of challenging behavior

    • 5. Class project

    • 6. Conclusion to the course

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About This Class

This is the first of a 3-part series on Managing Staff with Challenging Behavior. In this part we focus on understanding challenging behavior. We look at how to identify challenging behavior, so that we can address it before it escalates. There is a comprehensive overview of the main types of challenging behavior we see at work, plus dos and don'ts for each. This section includes insights on the consequences of challenging behavior, with a particular focus on long-term consequences for the entire team.

Meet Your Teacher

I am a psychologist, with many years' experience working in a range of challenging environments and with people experiencing various difficult circumstances. I am keen on imparting my knowledge and experience to others, so equipping people with tools to be successful in their relationships. i have been teaching online for the last few years. I love it, especially when students start discussions and we can explore a subject in more depth.

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1. Introduction to the course: welcome the despair section off the course, managing stuff with challenging behaviour. In this section, we focus on understanding what challenging behaviour is on how to identify it early on, because if we do identify such behavior early on, then it is much easier to deal with it and its consequences are minimal. We also look at the most common types of challenging behavior that we see at work. This comes with a cave, yet it is very important that we treat colleagues as individuals because they are individuals. However, to make learning simpler, I will describe the main types of challenging behaviour at work. This will help you identify such behavior quicker. But again, bear in mind that you don't deal with the behavior as if someone was a kind or a machine, but that you respond to that person as an individual wouldn't look at the devising a plan to address challenging behavior at work. It's very important that as from day one was start thinking off what to do with this information that we're learning how to implement it so that work is more positive and dynamics amongst team members are more positive and people aren't mawr engaged and effective in what they do at work. This practical task is very important because this is where you make the link between learning about what challenging behaviour is on the types of child behaviour with how you at work and start identifying it on doing something about it. So please do get in touch to discuss specific issues that you are having at work and also to discuss how the plan you are devising can actually work at work on the Barre is that you might envisage and how to deal with such barriers. So now you can start the first section off this course enjoy. 2. What is challenging behavior?: I'd like to think about what is challenging behaviour for you. So take a moment and think back on the workplace. Andi, which behaviours do you find challenging withers behaviors that colleagues demonstrate or the people you manage? Or maybe the people that manage you? I love this picture because of portrays how subjective, challenging behaviour is. So there's this big man with a sword on his side which night find terrifying. But this little boy does not mind at all. So what's challenging for you? It's not the same it was challenging for me. So, for example, I really find it hard to deal with people who go, yes, but have any excuse for most new ideas and suggestions. I find that very challenging to deal with, but I'm kind of fairly confident in dealing with verbal aggression, whereas other people might find verbal aggression very hard to deal with. But be really confident into dealing with yes, but responses the behaviors that we define us challenging our does, which generally make us feed inadequate kind of Oh goodness, what do I do now on some behave iss that people I speak to have told midday find challenging include when people don't listen to you when people are wasting your time with minor shoes, which they actually should resolve themselves on. Also, antique people take long winded approaches, so they take 15 minutes to do and say something which could easily be done in five minutes . So let's go back to the behaviour issue identified as challenging the earliest lied. What makes them challenging is it that you'll find yourself losing your temper, that you're not sure how to deal with them, that you feel that people are disrespecting you or maybe a few that people was now. But thinking that you know very good at your job, how does that make you feel? This is very important. Does it make if he had frustrated like you want to leave the room upset, angry and crucially, how do you respond? Do you respond in a snappy way that is very important because if you snap at the past and then they will snap back and suddenly have a conflict or the respond coldly on and keeping your distance or d respond calmly and assertively on what is the effect off? This response is, I've just discussed, If you've snapped at someone than the person will feel annoyed, and he could soon have a conflict. Or perhaps if you keep your distance from someone and they'll feel ignored or disrespected , and still the situation can escalate, although in a different way have you respond calmly and assertively, then that might help resolve the situation. So in this lecture, we've looked at the subjectivity off challenging behaviors and which behaviours you yourself find challenging. In the next lecture, you're going to focus on the different times off challenging behaviour with come across at the workplace. 3. Types of challenging behavior at work: in this lecture, we will look at different types of challenging behaviour. I need to really emphasize that when we classify types of challenging behavior, we need to do this with caution. We shouldn't be labeling people and putting them in a pigeon holed. It is very, very important that we see the people that will work with as individuals and not just as a type as otherwise that would have a negative impact on the relationship with them. So the reason I am classifying types of challenging behaviour is to help us understand more easily. So the first time I wanted to look at is the I know it all. This person knows everything has the answer to everything is your assistant. Or maybe they even want to do your job. They're often narcissistic people on. I find it very helpful to bear in mind that this narcissism often covers a fragile self esteem that deep down they actually don't feel special or they don't think they know it all , but doubt themselves a lot deep down. So what we need to do is see past this narcissism and empathize with this fragile self esteem within ourselves. So if you bear in mind. Actually, I know Bob has been really annoying. Probably he's just worried. We won't think it's good enough. If you bear that in mind, it's easier to connect with the person and not get frustrated with them. It's very important that we do not get into an argument with them the little or come across like we are belittling them. When we get into arguments, people tend Teoh dig their heels and and it becomes very polarized and therefore we don't reach a compromise which is not helpful. And also, if people think that we are disrespecting them or mocking them on, then there is no trust of that relationship and so they will be less willing to compromise on and they will be upset, hurt or angry at you for what they perceive you would be belittling them. Another type of challenging behaviour is the I don't Care person. The person was not really engaged in the office in the factory. Wherever you are, there was drawn. It's possibly due to personal issues or worries that is engaged, and maybe it's because they don't like the job or it's not working for them. What we need to do is have a private, non threatening chat to explore what's going on on offer. Support on this is something we'll look at in more detail later on in this course and that you can have a conversation with someone in the sense off. I would like to understand what's happening. How can I help you on? We also need to set clear on individual targets. So if someone is withdrawn than saying you need to get this done at some point is not good enough. Need to say you need to get all these five tasks done by the end of Thursday, for example, so so you want something clear target that they can work towards. What we shouldn't do is ignore it as long as it's not causing too much trouble. Um, I like as a person who's withdrawn is no overtly am coursing problems because they're not allowed. They're not creating conflict, you know, you know, being in polite clients, etcetera. But actually problems are being caused because the people who are engaged with start wondering well, why should I work so hard when Bob over there is not doing anything and he's getting the same pay as I'm getting. So actually it does need to be addressed. Another side is the person who just loves themselves. I like I like to call them histrionic so they love the limelight on Did they may feel threatened or inadequate if they are signed lined, they need to be the center of the conversation. So not necessarily in the sentence off the narcissistic person who wants to tell you what to do because they know it all. Or even if it's just through telling you what they did over the weekend and having that taken over the whole stuff. Meeting on the agenda goes out the window. They just want to be loved. What you need to do is give specific brace of these people and also to colleagues include colleagues. Still, yes, these people need praise, but you shouldn't fall into the trap of only praising them because otherwise other colleagues will resent it. Do not mock this attitude. Oh, here he goes again, that other because it's no respectful, really to mock people on the place of work or do not feed into it either, like on by giving them all the limelight during the stuff meeting when you should actually be discussing the agenda. Because that way things are not getting done under work. Things need to get done. I like to call this person your turn. You do it, this better, abdicates responsibility. They might just end up doing what they want to dio on the other tasks that they don't really like doing. They'll just pass on to colleagues. It is very important you set clear boundaries or they can delegate and when. So, for example, when the accounts are due at the end of the day because it is so crucial that they get done , then it is okay to ask Bob Teoh, answer the phone calls for you. So you have said very clearly you can only do that on the day that the accounts are. Do you on also be clear with the team so they know they can accept on Do not accept without checking with you? Otherwise, some people in the team with it awkward saying no. But if you say very clearly, actually, if the accounts are not due today and you're asked to answer the phones, then you should say no. Then that person can say when my boss said that I shouldn't be doing there, so why don't you have a word with them? So it supports the people who get thrown or who have oldest work thrown at them? Aun said. Very clear individual targets that actually this is what you need to be doing A. B C d. Do not ignore this behavior just as long as the team's targets are being met, because one is not fair that some people do only a little or own what they enjoy, and everyone else picks up the rest on. Also again, it creates resentment on. Then you might have some really good people who start. I'm trying to leave your car station because off the state of things, it won't work. Person. This is the pessimist for all. They seize the problems. What every suggests. Oh, we've done it before. It hasn't worked. Oh, but people will. The won tons of the emails. They don't like emails, you know, always coming up with excuses. What we need to do is use well because it is helpful. Toe have this kind of people when you are, for example, designing new projects because they are the people who will spot the floors in the projects and therefore, by using them well, you are ensuring that the project ultimately succeeds, encourage under effect on Why why won't it work? Give me specifics on What can we do instead? So you are turning it round and from just complaining about now, which won't work to be in more positive and productive. So therefore, this is what we need to do instead and you end up with a plan of action. Do not get visibly frustrated, especially in their absence behind her back, because otherwise other colleagues will see it as kind of permission to start exercising these people or get frustrated at them. And also it will communicate that this agreement is not acceptable in this team, which might lead to the healthy in making wrong decisions simply because people felt uncomfortable to express their disagreement. And finally, we're looking at the whole. Do you think you are a person? This is the bullying behavior, and it can be verbal bullying, such as by am calling people names or swearing at them or emotional bullying. For example, ostracised people are no talking through them, so talking to the rest of the people in the office, but at ignoring one particular person that is emotional, bullying or gossiping about people that is also emotional bullying. What you need to do is address it immediately to not let it escalate. This is very serious because probably if you've observed one instance of this behavior, it's probably happening more regularly than you have observed. And so the reality might be quite a bit worse than you might think it is. Do not regard relevant company policies such as the anti bullying policy. They are there to protect you and your team. You might seek advice from Hey char if needs me, but always work within the parameters off the policy to make sure that you address things well as they should be addressed. So in this lecture we have looked at the different types off challenging behaviour that we can meet at work. In the next lecture, we will focus on the consequences off challenging behaviour on the actions that we need to take 4. Consequences of challenging behavior: action. We are looking at consequences off challenging behaviour and some actions that we can take . So here are just a few consequences of changed behavior I wanted to highlight. They are the most common ones that people tell me about. By far the most problematic one that people highlight is reduced productivity. So if people are no engaged in their work, they have some of the behaviors that we discussed in the last lecture. They are less productive. So if it's a manufacturing environment, they are producing fewer goods in the day. If it's a more professional environment than they are writing, perhaps fewer reports seeing fewer clients or else the wear that they are doing is off a lowest under. So the reports that they right are perhaps less detailed negative relationships with clients in an environment where there is challenging behaviour in the workplace. Whether it's someone who is a bully, someone who doesn't do the work that they're supposed to be doing, someone who complains about everything, ultimately the the negativity, affect the whole team and when people want workers are no engaged at work because of the negativity around them, then they can't really engage positively with clients. They might be perhaps more brisk with clients and take less time to listen to them or not go out of the way to make the clients happy. And therefore clients might have a less satisfactory experience, as I've already alluded to the team's spirit, or the morale or motivation might go down, not simply because the rays the challenging behaviour but more importantly, because the challenging behaviour is not being dealt with and therefore in its escalates on people, have hope that the challenging behaviour will be resolved. People withdraw. Being engaged in the office becomes too much of a hassle because there are frequent arguments and people don't get on. Our work is not being done as it should be done. And so why should I bother? Let me go on my phone to check my Facebook page kind of thing, which is obviously not helpful on the leaders themselves may feel ineffective, so when there is changing behavior, a leader needs to deal with it. But as we've seen before, the behavior we perceive is challenging is the behavior that we feel less effective to deal with, and therefore leaders need to seek help to deal with this behavior well, because without the right help without the right skills, well, I tend to see is that leaders either aggress on my become bullies themselves because they want to deal with this behavior somehow anyhow, on therefore they might pass put people on disciplinary when they shouldn't have or perhaps be verbally abusive towards people. Or is the other extreme. It's withdrawing, not during editing about it, hoping that it will sort itself out. I'd like to think what consequences of challenging behaviour at your workplace would be a if you do not deal with the behavior B if you did, with the behavior badly in my experience, when a behavior is not delta it it doesn't just give away. Actually, it gets worse because the person with the challenge of behavior kind of gets the message. Oh, no, it's okay. I'm not suffering any consequences for this, So I might as well continue as I please kind of thing. And also, um, if you don't deal with it, the other people who are working productively will just withdraw because they lose faith and trust in the leaders that they will manage the team effectively and when you deal with challenging behaviour badly, such as through too much aggression, that actually can be quite scary for four colleagues because it sets a sense off we can't predict have our manager would deal with things. Oh, goodness, I hope I get tried because what if my manager loses their temper at me for something which is really a minor? And again it's really negatively impacts the trust between colleagues and management. The most important do when it counts. The challenging behaviour is to do something that will be off benefit. So it's not just do anything, do something that will be off benefit. So if Esposo in a nearly a slide, you're a manager or a leader who would like to address the child's behavior but feels they don't have the skills to do that, then seek help. Go on training, speak to hey char or personnel to give you some to help you deal with this challenging behaviour or continue following the scores because we're going to go through several practical tools and it's very important to nip it in the bud, that is, do no, allow it to escalate and take a life of its own. If you don't like what you see or more than one person has complained, it's time to act when you don't act. Rarely, if ever, does it just sort itself out without any input. And finally, I would like to discuss this three point strategy, which I find very helpful in most situations off challenging behaviour when you know it is a challenging behaviour. The first thing to do is to have a quiet word with the person, um, informer over a cup of coffee. Say, Bob, I notice that you said something which wasn't very nice to pull this morning. I wonder, you know, how did that come about on the global, but the opportunity to explain what happened and hopefully, um, the issue will be resolved there on often it is a result there, especially for more minor issues. But if that doesn't work, then need to have a more formal conversation with the person. We will discuss in great detail in the scores how to manage these former conversations. But basically what makes it formal is that it's die you read in. So you have a meeting Monday At 10 o'clock, we you will come to my office, and then there will be an agenda, and you will go through these points in some detail on discussed them with the person. If that still doesn't work than it's timeto avoid human resources or personnel, it's timeto escalate the situation because they might decide to have a disciplinary hearing or perhaps mediation or other tools, which they have access to. It's also helped with the very mine that if, after you've had a quiet word with the person, the behavior does not improve, then do speak. Hey, char! For advice, they might point you to a specific policy or suggest a few ideas that will help you manage the formal conversation. Better so then the situation does not need to be escalated further. So in this lecture we've looked at consequences off challenging behaviour and also a helpful three point strategy. In the next lecture, I'm going to outline a task, and I'd like to do so. You can implement the learning that you've had so far on this course 5. Class project: I would now like you to do it. Ask to consolidate the learning that you've had in the last few lectures. It's very important that you engage in this tusk s so that you can reflect on how to take this learning to your workplace on and actually benefit from splurging. As a professional, you have access to this table on the word document which you can download from the U to me website on. I'd like you to focus on understanding, challenging behaviour, what I learned and what I am going to do. It is very important that for each learning point, there will be an action point. Thus, the learning does not just stay in your brain by you actually action it at work to become more effective at what you do. An example could be I learned that I struggle to deal with verbal abuse on what reflected on that. And yet that is the behavior I find most challenging so I am going to do is I'm going to make sure I and assertive at work on I will make sure there would be at least three conversations every day where I communicate assertively. So you're holding yourself to that at the end of the day, you need to be able to identify three points in the day where you communicated assertively . I am very happy to discuss this task with you. So please do email me with comments and questions. Onda. We might actually decide to set up a phone meeting to discuss in more death as I'm kind of really passionate that you like. I just said you don't just learn it in your head, but you start implementing at work to start reaping the benefits at work as soon as possible. 6. Conclusion to the course: well done for completing the fair section off the course, managing stuff with challenging behaviour. I hope that you now have a clearer understanding off what challenging behaviour is on that you are becoming confident at dealing with it. So by now you should be aware that challenging behaviour is often that behavior that would feel least comfortable to deal with that we go. Oh, goodness me. How shall I respond to this issue on? Actually, by doing this course, you are becoming more confident to deal with this behavior, so there will actually be less behavior that you will find challenging. We also looked at the different types of challenging behaviour that we tend to encounter at work. Andi, I know I'm being repetitive here, but it's importing toe. Emphasize that we don't categorise people as types but that we respond to them on an individual level. However, looking at times will help us understand the reality better. We looked at the consequences off challenging behaviour on how crucial it is toe Identify it early on so you can address it before it escalates and courses more serious and long term consequences at the place of work on I heard that you've also engaged in the practical tasks where you starting to reflect how toe actually address challenging behavior at your place of work. Please do get in touch with me to discuss this task and so we can bounce off ideas which regard to the challenging behaviour you are witnessing at work on how best to deal with that behavior. So now you've completed the first section. It's time to move on to the second section, where the focus will be on practical ways and skills and techniques that you can use toe address, challenging behavior at work. See you soon.