When leaders fail to address negative behaviors than their actions are telling the team they have accepted them. Negative behaviors should be addressed quickly and decisively (Harris, 2010). For about 10-20% of the general population confrontation is not an issue. However, that means for 80-90% of the population confrontation causes some discomfort and even stress (Harris, 2010). Many people avoid confronting issues within the work environment because of these very issues. Avoiding problems will only allow them to grow into larger issues in the long run. When confronting an employee about negative behavioral issues be prepared and practice what you are going to say. Be specific and give the employee examples of the issues at hand. Stay calm no matter how they react but also keep in brief and get to the point quickly. Managers who do not confront negative behaviors because it makes them uncomfortable have failed their team as a leader. Every employee needs to be held to the same standards in order to keep a team moral and build trust with the leadership team.          

Fallon, L.F., Jr., & McConnell, C. R. (2014). Human resource management in    health care:    Principles and practice. (2nd Ed.) Burlington, MA: Jones & Bartlett Learning

Harris, Guy. (2010). Six Tips for Confronting Bad Workplace Behaviors.       Businessrelationship.com. Retrieved:       http://businessrelationshiprx.com/mentoring-and-coaching/six-tips-for-    confronting-    bad-workplace-behaviors/ 

Managing Difficult Employees and Disruptive Behaviors. (2018). Society for human           resource management. Retrieved: https://www.shrm.org/resourcesandtools/tools-             and-samples/toolkits/pages/managingdifficultemployeesa.aspx

Resker, Jamie. (2013). Addressing Bad Behavior at Work. Employee performance solutions. Retrieved: http://www.employeeperformancesolutions.com/managing-employee-    performance-blog/bid/88188/Addressing-Bad-Behavior-at-Work

A supervisor, Alice, faced a situation with her employee Jane, that she had no experience in dealing with in the past. She reached out to a fellow supervisor for advice. Alice stated that Jane's excessive absenteeism was the issue she was dealing with. Jane, a long time employee of the company had used up all of her sick days within a short period of time. Although her colleague did not think it was that unusual for an employee to use up all their sick time, Alice was concerned because Jane had used it all within a short period of time. Alice had not given the employee written notification of her excessive absenteeism, she had only spoken to her face to face. There was no written record of this conversation as Alice felt bad about asking Jane to sign the form. Alice's reasoning for this was that Jane was and continued to be a good performer and a friend of hers.  She was torn on how to discipline Jane for something without destroying her good performance aspects. The colleague suggested she should stick to the policy as it is written.