Tough times bring out the best – or the worst – in people. When money is flowing and prosperity is on the front page of every paper, people tend to overlook the minor and focus on the big picture.

When money gets tight or the media and the water cooler conversation starts focusing on high prices, economic set-backs or lack in general, fear sets in. And when fear becomes the ruling factor or the starting point, people sometimes get picky, angry, confrontational or argumentative.

The client who used to give you carte blanche now is asking questions or making irrational decisions. The salesperson who was a top performer now finds it tougher to make the call and gives you every excuse why he or she ‘can’t’ perform.

Handling difficult people – whether they are clients, employees or colleagues – is something we all have to do.  Let’s assume for the moment WE are not the difficult person, but it’s the “other” guy. At Synthesis, we try to nip confrontational situations in the bud, mainly because I have a low tolerance for drama.  There’s no need – we’re all after the same goal: to provide excellent service with integrity and consistency. Anything else or less, is a set-back, a time-waster and unacceptable in the long run.

Here’s what I do when I see someone start to slide off-center:

1. Weigh it – is this behavior completely contrary to the person’s typical behavior? If so, let it go – everyone has a bad day and if the employee or client has been around for a while, give him some room. I don’t need to confront a person over every mis-step when a little time will probably turn it around.

2. Face it – when bad behavior starts to repeat itself: the person complains or raises excuses at every sales meeting, or the client repeatedly doesn’t listen to reason, but continues to shoot from the hip making contrary decisions, ask for a meeting – face to face. 

Talking to someone – not lecturing, but asking questions and listening to their reasoning – will help get things on the table.  For example:  If a salesperson attends every meeting with the same negative excuses, I will send him an email later in the day asking for a meeting. I bring his behavior to his attention saying, “It seems to me that you have been having trouble lately making your calls. What’s going on?” Then I listen. Because we rarely have meetings of this nature, the fact that we are meeting face to face makes this an ‘event’ and allows the person to speak frankly and we both get back on track. If, on the other hand, more excuses or rationalization ensues, I step in and set my standard. Just as all business is not good business, some folks don’t make good employees or sub-contractors if they require constant supervision or oversight.

3. Prepare for it – Don’t allow the conversation to become confrontational. Barbara has a very direct style and so do I. But Barbara moves at the speed of light and I am more deliberate. Some folks relate better to Barbara, some to me.  If I ask for a meeting with someone, I make sure that I stick to the facts, and don’t get distracted by their style of delivery. If the conversation starts getting off track – off the facts and onto the personal – I pull back immediately and return to the topic at hand. It’s not my intention to change people – you can’t anyway! – but you can ask for a change in behavior. It’s not personal, but business and if you keep it that way, people respond.

Handle any difficult situation as quickly as you can. Don’t adopt a tolerance for bad behavior. But make sure you have all the facts at hand and aren’t creating a situation where one doesn’t exist.

Bad times can make or break a company. Synthesis has weathered three bear markets and because of this, we have assumed a policy of ‘this too shall pass.’ On the other hand, good times or bad, we’re in it for the long haul and we like to surround ourselves with people who feel the same.