How to deal with a badly behaved employee

We’ve all encountered it at some point…

That team member who’s often late, visibly disengaged in meetings, or frequently curt with colleagues.

The impact on your business? Real and measurable.

It’s not just about productivity. It’s about the quiet departure of your most reliable people who won’t hang around in an uncomfortable working atmosphere.

In small teams, one person’s behaviour can affect the whole dynamic – quickly and deeply.

And let’s be honest, having a difficult conversation about someone’s conduct isn’t top of anyone’s to-do list. It’s right up there with chasing unpaid invoices or wrestling with your year-end accounts.

So, things get left. And here’s what tends to follow (I’ve seen it plenty of times):

• Your top performers start browsing job boards

• Day-to-day operations slow down as focus shifts

• Clients pick up on a subtle shift and start to second-guess your reliability

• Revenue takes a knock – sometimes as much as 30% in smaller setups

But there is a way through it.

I've supported many businesses that have seen real turnaround once they addressed things directly.

Often, just opening the door to a conversation makes a huge difference.

 

Begin with a quiet, informal chat

Find a moment that’s low-key, early in the day or before heading home. No need for formal meeting room bookings.

Even asking, “How are things with you at the moment?” can be the start of something constructive.

I’ve had clients discover the root of the problem was unexpected - personal pressures, unresolved conflict, or simply a blind spot in how their behaviour was being perceived.

Let them talk. You might find what’s needed is easier than you thought.

 

Be open, but clear

Once you’ve listened, it’s time to outline expectations with clarity:

• “When deadlines slip, we lose client confidence”

• “Comments in team meetings are discouraging input from others”

• “Quick responses are essential to keep things moving”

Make it direct, but also supportive.

Framing your feedback as a route to helping someone thrive in their role is far more effective than delivering a list of complaints.

 

Keep your next steps short and focused

Don’t over-engineer a plan.

Jot down a few key changes together – ideally two or three. Define what success looks like and set a time to check in again (weekly works well). Think about any support you can offer, too – mentoring, additional training, or flexible working options, for example.

Clear expectations plus regular follow-up creates a real shift in momentum.

 

Don’t lose the thread

This is the point where it’s easy to slip back into old routines You get busy, they revert, and before long, you’re back where you started.

Add your follow-ups to your diary now and treat them as fixed points, just like you would a key client call.

When you see progress, acknowledge it straight away: “You handled that issue really well – that’s what we talked about. Keep going.”

And if things go off course? Tackle it then and there. A quick, “Can we have a word about earlier?” helps keep accountability in place.

 

Know when to escalate

If you’ve been checking in regularly for a few weeks and little has changed, it might be time to consider a more formal step forward.

This is where getting HR advice can really help. Knowing what’s legally sound and what isn’t –protects both you and your team.

Mismanaging these situations can be expensive, not just financially, but in trust and team culture.

 

Everyone’s watching

What many business owners overlook is that how you handle this affects the whole team.

Leave an issue unchecked, and you’re essentially saying, “We tolerate this here.”

But handle it swiftly and fairly, and you’re reinforcing the kind of values that build strong, respectful teams.

 

If you're dealing with a tricky people issue and want someone to talk it through with – no pressure, just ideas I’m happy to have that conversation.