How Assuming Good Intent Can Transform Your Approach to Managing Difficult Employees

As leaders, we often encounter difficult team members, whether they are direct reports or peers. Their behaviour can be disruptive and standoffish, often weaponising a grain of truth that harms the team's productivity and morale. However, how we approach these situations can significantly impact the outcome. One powerful approach is to assume good intent, which can transform how we address disruptive behaviour.

What Does Assuming Good Intent Mean?

Assuming good intent means believing that team members do not come to work with the purpose of creating tension or disruption. Instead of viewing disruptive actions as personal attacks, we can approach the behaviour with curiosity, recognising it as a symptom of potential underlying issues. This mindset allows us to understand what drives their behaviour and enables us to interact openly rather than defensively.

A D&M Can Save The Day

A deep and meaningful conversation (D&M) can often be the key to shifting a team member's attitude. Matt Gilbert, a workshop manager at a large civil mining company in Western Australia, has effectively employed this strategy in his management style. When he stepped in to lead a new team, he faced a handful of troublemakers straight off the bat.

"The more I tried to guide them in the right direction, the more they pushed back," Matt recalls. Through conversations, he learned that these individuals were struggling with personal issues at work and outside. A turning point came when he engaged in a D&M with the disruptive team members. He asked, "What's really going on here?" This question opened the door to discussing their underlying issues, resulting in improved attitudes.

From his experiences leading various teams, Matt has learned that "most people project an attitude because something is wrong. You just need to gain enough trust with them to find out what that is."

Assuming Good Intent At Work

Balancing support while managing performance can be delicate. However, by adopting the mindset of assuming good intent, we can foster an environment of empathy and understanding that encourages trust and collaboration. When we delve deeper into the reasons behind problematic behaviour, we often find that it's not about the team member being "bad" but rather that they need support and guidance. While it can be challenging, engaging in meaningful conversations is essential for becoming effective leaders.

Written by Ashley Belteky