Tough question. So much is determined by context here, so I can’t tell you one sure-fire way to deal with these situations.
I once had a customer call one of my employees, leave a voicemail in which he cursed up a blue streak over some relatively minor issue. I directed my employee not to return his call and contacted his account manager. I explained the situation to the account manager and related his behavior and explained that we would not be in contact with that particular individual until we had received assurances that all would observe professional conduct. That fellow called back later, apologized, and explained his situation, which was very stressful and we happily made him out to be a hero in the end.
The option of delivering such ultimatums is very rare. most frequently unprofessional behavior is difficult to quantify, undocumented, and has to be dealt with in such a way as to maintain and improve the relationship with the offender.
While I haven’t spent a lot of time considering these situations in my short career, I do have a couple of recommendations.
1) Just listen
A lot of times when someone is on a tear about something that makes them unhappy, the best thing you can do is just listen. Let them go on and on as they see fit. If a comment is demanded of you, use “reflective listening techniques” (http://en.wikipedia.org/wiki/Reflective_listening) to show that you understand where they’re coming from. (Word of caution: be subtle about this. If you are too obvious about it, you can inspire a level of rage you’ve perhaps never known before.) and commiserate with the speaker.
Interestingly, women are better at this than men. Women have a strong tendency to relate to the person with whom their speaking, while men have a tendency to focus on offering up solutions. If you — man or woman — find yourself tempted to offer up a solution, please stop and think carefully. Offering a solution where the speaker is looking for commiseration can be a fatal misstep. Ask your girlfriend.
2) The Meta-Conversation
In some contexts, you can separate the issue from the conversation. You can say, “You know, I really didn’t like how you came to me with this situation. You were angry and you cursed at me. I felt that was unprofessional and it distracted me from finding solutions from you.”
This is a VERY tricky approach. I saw one of my employees impressively employ this approach on a client once recently. I’m still not sure how she pulled it off, but it was a stroke of genius. Somehow, she managed to change the conversation from “this situation” to “this broad-overarching-issue-and-how-we-deal-with-it-together.”
I can’t really tell you how she did it because it was so entrenched with the relationship with the customer and the situation, but it was most very subtle and MOST excellent. Seriously, it was amazing.
Basically, she managed to get the client to stop and think about what the general problem was. It clearly wasn’t this particular situation, but a set of situations with a common theme. She got the client to think about the question, “What was the common theme?”
3) What’s your goal?
I understand that I am sometimes more aggressive than some people prefer. I would just rather than people get things out in the air, address it, and then move on. This disposition has not been helped by my time in NYC where yelling at people and forgetting about it is de rigueur.
I advise my employees to keep in mind their goal with a particular conversation. This goes for professional as well as personal conversations.
Sometimes it’s legitimate to have as your goal a simple airing of grievances. But sometimes your goal is to get your audience to agree with you. Sometimes you just want them to agree with a fee or an objective.
I once said to a customer, “You know, we’re never going to agree on this. You have a particular view of events that I understand and can sympathize with, but I have another view which is supported my documentation which you approved. And even if you don’t think that documentation is right, I can’t possibly go back to my team and tell them how they were wrong because everything I see says they were right. We should look to the future. How can we fix this and how can we avoid it for the future.”
Depending on your goal, you have to modify your approach. If your goal is to get them to sign a work order or agree to a new price for a project, it’s probably not a good plan to argue with them and present all the reasons you think they suck.
It’s tough to let it go when someone else is unprofessional because it so often seems like a matter of justice. When you’re working with internal stakeholders your opportunities are greater than they are with clients. But in any case you have to select the right time and place to confront that behavior.
I find that instead of addressing a specific incident, it is better to wait a moment until that situation as passed and then present some guiding principles. “These are the things we like!” “These are the things we really do NOT like.” “This is what we think you like!” “This is what we think you do NOT like.” In general, if someone can participate in outlining those policies practices, they will be more inclined to endorse them going forward.
So, those are three tips that I would offer, in general, for dealing with difficult people at work. I do think you have to carefully study each situation, though. There just isn’t a tactic that will work in all cases.
But I will tell you this: The good clients make it completely worth it. I have one client in particular who is honest, just, and frank. He regards justice and honesty as virtues and even when his position isn’t completely rational, he is usually willing to accept a well presented argument to the contrary and consider it in context. It makes dealing with him not only tolerable but one of the great highlights of my day.
So, work at it and see if you can coax the virtue out of a business partner. It’s well worth it.
PS. Don’t forget to work on your own virtues. It’s possible YOU’RE the crazy one in a difficult conversation!