Attitude problems
How to deal with an employee with a bad attitude
Stop calling it attitude and write down what the person actually does: the eye-roll in Tuesday's huddle, the snapped reply to a colleague, the sigh when handed a task. A behavior can be described, discussed and changed; an attitude can only be argued about. Have a short private conversation about one or two specific moments, say what you need instead, and follow up within two weeks.
How managers put it
- “Her work is fine, but she rolls her eyes every time I ask for something.”
- “How do I tell someone their attitude is a problem without it turning into a fight?”
- “He snaps at people and then says he was just being honest.”
- “Can you even write someone up for a bad attitude?”
What to do
1.Translate the attitude into behaviors
Write down three things you saw or heard, with the date and who was there. "Rolled her eyes and said 'whatever' when asked to cover the phones, March 3, in front of two colleagues" is something you can talk about. "Negative attitude" is not.
2.Check whether it is new
If someone who used to be fine has turned sour in the last month or two, something changed: workload, a pay grievance, a colleague, something at home. Ask about that first. It is a different conversation from a habit that has been there for years.
3.Have the conversation early, and in private
Pick one or two recent moments, describe them plainly, and name the effect: "When you sighed and walked off, Jamie stopped asking and did it herself." Then ask what was going on, and listen before you suggest anything.
4.Say what good looks like, out loud and in writing
People cannot meet an expectation nobody stated. "When a colleague asks for help, either help or say when you can" is clear. Send a two-line note afterwards so you both have the same version of what was agreed.
5.Follow up, and notice when it gets better
Put a check-in on the calendar two weeks out. If things improved, say so, specifically. If they did not, the next conversation has dates and examples behind it instead of a feeling.
6.Hold everyone to the same line
If your favorite performer gets away with the same eye-roll, the team will notice before you do. Whatever standard you set here, apply it to the people you like as well.
This is management practice, not legal advice. For a termination, talk to an employment lawyer in your state first.
Where LVL Up helps
1:1 notes kept by date
Write the examples and what you agreed into the 1:1 notes. They are saved against the date and stay on the person's record, so the next conversation starts from what was actually said.
Action items with a name on them
"Answer colleague requests or say when you can" becomes an action item with an owner. Anything not closed carries to the next 1:1 on its own.
Recognition when it improves
When the behavior changes, recognize it in the app against one of your company values. It tells the person you noticed, and it puts the good moments on the record next to the hard ones.
One timeline per person
Goals, feedback, recognition, 1:1s and reviews for that person are gathered on one timeline, so you see the whole picture before you decide anything.
What it does not do
LVL Up does not judge anyone's attitude, rate their tone or tell you who is a problem. It keeps the notes, agreements and recognition you put into it. It does not write warning letters or disciplinary documents, and it is not a substitute for an employment lawyer if this heads towards discipline or dismissal.
Common questions
Can you discipline an employee for a bad attitude?
You can address conduct, and a bad attitude shows up as conduct: rudeness, refusing reasonable requests, undermining colleagues. Describe the specific behavior and its effect rather than the attitude, and check your handbook and your state's rules before any formal step.
How do you document a bad attitude at work?
Write down what happened, when, who was there and what effect it had, in plain words, on the day. Leave out labels like "negative" or "difficult" and record what was said and done instead.
What do I say to start the conversation?
Something like: "I want to talk about Tuesday's huddle. When I asked you to cover the phones, you rolled your eyes and said whatever. What was going on?" Then stop talking and let them answer.
What if they say everyone else does it too?
Sometimes they are right, and it is worth checking. Say you will look at it and that this conversation is about their behavior, then hold the others to the same standard.
What if nothing improves?
Then you have dates, examples and a written expectation, which is the start of a fair formal process. Talk to an employment lawyer in your state before any step towards discipline or dismissal.
Related:
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