6 Steps for Successfully Handling Toxic Employees

In my last column, I discussed how sometimes you, the manager, are responsible for underperforming employees. Other times, however, problematic employees are the issue, and if you don’t nip them in the bud, the consequences can be dire.

Most managers know what a toxic employee is and, in fact, can probably rattle off a few names. These are employees who create issues in the workplace—but on an epic level. The difference between someone simply having a bad stretch and a toxic employee is the longevity and persistence of the issues. 

How to Spot a Toxic Employee 

Normal, competent and even fantastic employees can be less than stellar from time to time. Maybe they or someone they love is dealing with health issues, or maybe things aren't great at home. Toxic employees are a different story. They consistently make the work environment difficult, tense or uncomfortable. They might be spreading malicious gossip, being passive aggressive or sending snippy emails. You might have someone who is aggressive talking to coworkers, or perhaps they can't take any feedback without lashing out. 

Whatever the case, when you have a toxic employee, they aren't simply annoying—truly toxic employees negatively impact the entire work environment. They make it uncomfortable, and they frustrate your best employees. When other people have had enough, they quit; if you let it go on, you'll likely lose many top performers. At the very least, you'll lose your staff’s trust and confidence. 

6 Steps for Dealing With Toxic Employees 

Addressing bad behavior can be awkward and unpleasant, but quickly identifying and correcting it can help avoid employee dissatisfaction—and you might also stand a chance of straightening out the toxic employee. Schedule a meeting to address the issue, and follow these six steps for success:  

1 | Come prepared.

Prepare specific examples of the offending behavior or actions. Ideally, you'll have observed this first-hand so it can’t become a moment of one person’s word against another’s. It isn't productive to say, “I've heard you've had a bad attitude lately.” They are going to react with a response such as, “What proof do you have?”  or “Oh, we’re not allowed to have a bad day here?” 

Create a rough outline in your head or write out what you want to say if it helps. Stay focused on facts, recalling specific examples with dates and locations, and emphasize the impact the issue has on other employees’ abilities to do their jobs or the business to achieve its goals. 

2 | Select a private location. 

Don't have this meeting in the middle of your office or in a cubicle. No one deserves to be reprimanded in the open. Respect the employee’s privacy and realize they likely are going to be adversarial to start. 

3 | Consider the positives.    

There are times you should immediately let a toxic employee go. However, if you are talking instead of terminating, you must value the toxic employee enough that you want to keep them on your team. For the best chance of seeing improvement, find the positives the employee brings to the table to help offset the issues and concerns you are going to ask them to address. For most people, it is easier to accept criticism when it comes from someone they feel also sees they have value.

4 | Be direct. 

Be diplomatic and professional without skirting the issue. Few toxic employees are truly aware of their behavior or the magnitude of its consequences. Saying something like, “I've seen you struggling with your temper lately. Today, you threw a cup in the break room, and I heard you yelling on the phone yesterday,” is a better, more direct approach than, “Are you okay?” 

5 | Know they might react negatively. 

Humans usually react first and then respond. Be ready for blushing, excuses, tears and possibly lashing out. Give them a moment to compose themselves. It will be awkward, but that is okay. If they can't pull it together or escalate the situation, you have a few options: You can say, “I understand you are upset, but this behavior is unacceptable. I want to give you the benefit of the doubt, but I need you to pull yourself together so we can continue talking.” If that doesn't snap them out of it, consider sending them home, but be clear that they need to come back the next day with an improved attitude to continue the discussion, or you'll be faced with taking harsher action. 

6 | Create a plan for next steps. 

You've addressed the issue, but how do you prevent it from continuing? Whether they need additional training or to work on their personal issues outside of the office, you should attempt to help them figure out how to move forward and improve. 

If the problem is related to work performance, have a performance improvement plan (PIP) ready to implement. Make it clear in the PIP that you must see improvement and by what date. You, HR or their direct supervisor should provide support and address the issue again if you aren’t seeing the necessary improvement. This likely indicates that there are deeper problems at play or that it is time to consider termination.