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Set up a private meeting with the employee to discuss their behavior. Explain the consequences of their behavior. Accommodate your employee if they have specific needs. Work together to create long-term solutions. Follow up with your employee frequently after the meeting. Fire problematic employees.
Start by saying you’ve noticed their negative behavior and ask them if something is wrong. Remain friendly as you speak to them. Avoid accusing them of anything. Instead, ask open ended questions to encourage them to be honest.  You might say, “I’ve noticed that you have been on edge recently. Is everything okay?” You might also bring up a particular situation. For example, you might say, "I know that you and Denise argued. Would you like to tell me what happened?" If you have a team suffering from negativity issues, meet with each member individually. The employee may not realize that they are causing a problem. Be gentle as you bring this subject up. Avoid accusing the employee of bad behavior. Do emphasize, however, that their actions have an effect on the office.  Use “I” statements to soften the blow. You might say, “When I see someone unhappy at work, I worry both for them and for their coworkers. This behavior does impact productivity, and it can make work stressful for everyone.” If the employee has stated that they have a medical, mental health, or personal issue, it may be insensitive to discuss the consequences of their behavior on other people. Instead of discussing of how their negativity affects others, focus on your employee's needs to help them feel more supported. If there is an outside event affecting your employee’s mood, provide whatever support you can. This will reduce your employee’s stress, which may have a positive impact on their mood and behavior.  For example, if an employee is caring for their elderly mother, you might offer them a slightly longer lunch break so that they can go home and check on her. If the employee is suffering from a medical issue, ask them what they need to be comfortable in the office. Perhaps they could get a footstool to elevate their leg or maybe they need a special chair. Be flexible wherever you can. For example, if your employee has a sick child, let them work from home for a few days or give them a half day. Instead of telling them what they need to do, ask your employee what they think could do. To help with this, give them specific feedback about their work and productivity. Together, set reasonable goals that could help the employee work with a more positive perspective. You might ask, “What can we do to make this a more positive work experience for you?” You might find them a mentor, assign them to a new team, or let them take on new opportunities. Your employee may need constant encouragement to meet their goals. Check in once a week with them. Ask them how they are doing and make adjustments to their goals if needed. For example, you might say, “How are you doing with your goals? What do you think you might accomplish? What are you worried about completing?” If an employee’s negativity is creating a hostile work environment, it may be time to let them go. Consider this option carefully before going forward. Make sure that you have tried all other options to improve the situation before letting the employee go.  If you fire an employee, try not to use harsh language. You can say, “We just don’t think you’re a good fit for the culture here.” A hostile employee is one who bullies their coworkers, starts fights with people in the office, threatens the company with lawsuits unnecessarily, or attacks your authority as their manager.