How to Manage a Difficult Team Member

May 29

Managing a difficult team member is one of the most uncomfortable, time-consuming parts of leadership. It can quietly drain your team’s energy, morale and productivity. But with a clear process, you can handle it professionally, protect team culture, and move forward with focus.

Below is a practical framework leaders can use, from early intervention through to difficult decisions, if needed.

1. Identify the Real Problem

Not every difficult team member is behaving badly. Sometimes, it’s a mismatch of expectations. Other times, it’s more behavioural - negativity, disruption, or refusal to collaborate.

Typical challenges include:

Consistent underperformance despite having the right tools and support
Resistance to feedback or accountability
Disruptive behaviour such as gossiping, undermining others or being defensive
Poor attitude or unwillingness to contribute to the team dynamic
Being technically capable but culturally misaligned

Start by reviewing the facts. Are other team members affected? Have expectations been clearly set? Has this person previously performed well or is this a pattern? Try to separate the emotional frustration from the concrete behaviour.

2. Have a Direct, Structured Conversation

Once you’ve identified the issue, don’t delay. Early intervention gives the best chance of improvement.

Arrange a one-on-one conversation. Be specific about the issue, its impact, and what you need to see change. Stick to observable behaviours, not assumptions. Use a calm, professional tone, and invite them to share their perspective.

Structure helps. A useful framework is the SBI model:

Situation – When/where did it happen?
Behaviour – What did the person say or do?
Impact – What was the effect on others or the business?

Avoid vague phrases like “you need to improve your attitude.” Instead, say something like, “In yesterday’s team meeting, you interrupted multiple times and dismissed others’ ideas. That created tension and disrupted the flow of the discussion.”

3. Set Clear Expectations and a Path to Improvement

If the issue is potentially fixable, be transparent about what improvement looks like, and by when.

Develop a short-term plan, usually 4–6 weeks, with specific targets and check-ins. Make it measurable and time-bound. For example:

Complete work to deadline with minimal rework
Attend all team meetings and contribute constructively
Accept and act on feedback without becoming defensive

Offer support: mentoring, training, clearer role definition, or time with a senior peer. But also be clear, this is a formal improvement period.

4. Monitor Progress and Provide Honest Feedback

Check in regularly during the review period. Document progress and be direct about whether the individual is meeting expectations.

You may see initial change followed by regression. That’s often a sign the change isn’t genuine. Others may improve with feedback but still not hit the required standard.

Trust your observations, but also gather feedback from peers if appropriate. Has their behaviour improved? Is morale better? Are the changes sustainable?

5. Escalate When Necessary

If the issues persist, you’ll need to escalate. This might involve:

A formal performance improvement plan (PIP)
Written warnings or disciplinary procedures
Involving HR to ensure proper compliance

The key is fairness, documentation, and clarity. If a team member can’t or won’t meet the expectations required for their role, it’s your responsibility to take action, not just for the individual, but for the rest of your team.

6. Terminate Respectfully if Needed

Termination should never come as a surprise. By the time you reach this stage, the individual should have had clear communication, support, and opportunity to improve.

When making the decision:

Ensure you’re legally covered and follow due process
Treat the person with dignity and respect, regardless of performance
Communicate clearly, calmly, and without emotion

In some cases, offering support, such as a reference, transition period, or outplacement support, can soften the blow without compromising your standards.

7. Communicate with the Team

After someone leaves, your team will notice. It’s important to acknowledge it and show leadership.

You don’t need to go into detail. A simple, professional message will do: "X is no longer with the business. We thank them for their contributions and wish them the best in the future. Our focus now is on moving forward as a team and continuing to raise our standards."

Then reset expectations, reaffirm values, and give your team permission to speak up about what they need to succeed.

8. Move Forward with Intent

Once the dust settles, focus on rebuilding. If the team environment has been tense or damaged, take time to repair it.

Refocus the team on shared goals
Recognise good performance and positive behaviour
Encourage collaboration and open communication
Rebuild psychological safety

These moments can be defining for your culture. If handled well, they strengthen it. If ignored, they can permanently weaken your leadership credibility.

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Alexander Lea