From Blame to Better: The Leadership Shift from Managing a Problem Employee to Solving an Employee Problem

There’s a critical and powerful difference between managing a problem employee and managing an employee problem.

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It may sound like semantics, but this difference reveals a deep truth about leadership mindset—and it can either erode or elevate your effectiveness as a leader.

The Origin of the Difference: Leadership Mindset

At the heart of this distinction is how a leader sees their role.

When leaders frame a situation as a “problem employee,” the emphasis unconsciously shifts to the person’s character—flaws, resistance, or attitude.

It often carries a sense of blame. In contrast, seeing it as an employee problem focuses the attention on a shared challenge—a performance issue, a misunderstanding, a work habit, or a lack of clarity—that can be addressed collaboratively.

This subtle shift sets the tone for everything that follows.

Why It Matters to Leadership Effectiveness

When leaders view the situation through a “problem employee” lens, they tend to become more directive, frustrated, or even punitive. Employees, in turn, become defensive or disengaged.

Trust erodes. Innovation stalls. The relationship deteriorates.

But when the mindset shifts to managing a problem with the employee, something different happens.

The leader becomes a guide, a coach, a partner in problem-solving. This opens the door to curiosity, mutual understanding, and solutions that work for both the employee and the team.

The Danger of Character Attacks

Let’s be clear: labeling someone a “problem employee” is perceived as an attack on their character.

It triggers a negative emotional response—defensiveness, fear, and in some cases, rebellion.

Even when an employee is struggling, the assumption that the person is the problem rarely leads to improvement.

It more often leads to withdrawal, quiet quitting, or escalation.

A Tale of Two Approaches

Imagine the same situation—a team member has been late to three consecutive meetings.

•Approach 1: Managing a Problem Employee
The leader says, “You’re unreliable. This keeps happening. We can’t count on you.”
Result? The employee feels targeted, embarrassed, and less likely to be open.

•Approach 2: Managing an Employee Problem
The leader says, “I’ve noticed you’ve been late to our last few meetings. What’s going on?”
Result? This opens a conversation. The employee explains, takes ownership, and explores solutions with the leader’s support.

Five Ways to Shift the Mindset for Positive Outcomes

1.Start with Curiosity, Not Judgment
Assume there’s more to the story—and ask.

2.Focus on the Behavior, Not the Person
Separate the issue from the employee’s identity.

3.Use “We” Language
Say, “Let’s figure this out,” rather than, “You need to fix this.”

4.Invite Shared Ownership
Ask, “What do you think is getting in the way?” or “What’s your view of the challenge?”

5.Commit to Support
Offer resources, coaching, or check-ins that show investment—not punishment.

How the Managing Employee Engagement Method Helps Leaders Make the Shift

The Managing Employee Engagement Method (MEEM) is built to support this very transformation. MEEM provides structure for leaders to clarify the issue, engage in meaningful dialogue, and support employee accountability—without sacrificing trust or dignity.

By using MEEM’s Three Pillars—asking clarifying questions, listening with empathy, and reinforcing employee self-worth—leaders reframe these moments as opportunities for growth, not conflict.

Coming Soon: A crash course on putting the the Three Pillars of MEEM to work immediate— It’s the gateway to the MEEM method and your starting point for building trust while tackling tough issues with clarity and confidence.

Let me know if your interested in learning more.