People Presented by Everett Perry Morning Blues Perception of Communication 55 Visual 38 Tone 7 Words Repeat this sentence emphasizing one word only I never said she stole my money ID: 463152
Download Presentation The PPT/PDF document "Dealing with Difficult" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Dealing with Difficult People
Presented by Everett PerrySlide2
Morning Blues Slide3
Perception of Communication
55% Visual38% Tone
7
%
WordsSlide4
Repeat this sentence emphasizing one word only"I never said she stole my money"Slide5
"I never said she stole my money"Slide6
"I never said she stole my money"Slide7
"I never said she stole my money"Slide8
"I never said she stole my money"Slide9
"I never said she stole my money"Slide10
"I never said she stole my money"Slide11
Interpretation of IntentWhat we mean can be very different than what is receivedConflict thrives in miscommunicationsThe root of many conflicts begins with our perceptions and expectationsHow we interpret a response can also be born in our ability and history of reading peopleA person’s culture plays a critical role in understanding communicationSlide12Slide13
“Lie To Me” The Face Tells AllSlide14Slide15
In Which Video is He Lying?Slide16
Your Turn To JudgeWhat would you do?What would you say?What is the intention of this person(s)?What is the best thing you can do?Slide17
What Would You Do?Slide18
What Would You Do? Slide19
What Would You Do? Slide20
Your TurnWhat would you do?What would you say?What is the intention of this person(s)?What is the best thing you can do?Slide21
Scenario 1Slide22
Scenario 2Slide23
Scenario 3Slide24
RememberIt is the behavior (of the person) that is
difficult not the person him/herself.…”You are somebody’s
difficult person at least some of the time.”Slide25
Small Group DiscussionIdentify difficult
persons you have had to work with.Do not use names!
How did you feel dealing with them?
His/her effect on your
business?
His/her effect on other employees?
Consequences of their behavior?Slide26
Five ChoicesWhen confronted with any of these difficult
behaviors, you have four choices.1. You can stay and do nothing
2. You can vote with your
feet
3. You can change your attitude about your
difficult
person
4. You can change your
behavior
5. If you have the power you can help them transition to a new futureSlide27
The Four Intents1. Get the TASK
DONE2. Get the TASK
RIGHT
3. Get ALONG with
PEOPLE
4. Get APPRECIATION from
PEOPLE
Which one resonates for you personally?Slide28
Quiz TimeSlide29
Map your IntentGet It DoneDirector
Get It RightThinkerGet AlongRelaterGet Appreciated
Socializer
Task Focused
People Focused
10
9
8
7
654321 0 1 2 3 4 6 7 8 9 10AggressivePassiveSlide30
What type are you?Slide31
Intentions Model
Get ItDone Get AppreciatedGet AlongGet ItRightPassiveAggressiveTask Focus
People FocusSlide32
Intentions Model
Get ItDone Get AppreciatedGet AlongGet ItRightPassiveAggressiveTask Focus
People Focus
Directors
Relators
Thinker
SocializersSlide33
“Get it Right People” 30% of the population are “Get it Right”love details, do not like to be wrongThese people are the thinkers Slide34
“Get it Done People”10% of the population are “Get it Done”Focused on task accomplishmentDirect and do not appreciate lazy behaviorsFast Decision MakingSlide35
Get Along50% of the population are “Get Along”Little things get to these peopleGreat listening skillsSlide36
Get Appreciated10 % of the population are “Get Appreciated”These people are risk takersTalkers, motivated by attentionSlide37
Fear = BehaviorIntent – Get It DoneFear - Not getting it doneBehavior – more controlling Intent – Get It RightFear – Doing it wrongBehavior – more perfectionist
Intent – Get AlongFear – Being left outBehavior – more approval seekingIntent – Get AppreciatedFear – Not being appreciated
Behavior – more attention gettingSlide38
We Have To Understand The Intent Of PeopleTo Solve ConflictsSlide39
Listen to UnderstandWhen your problem person is talking…..
Your goal: Listen to Understand.Steps
1. Blend visible
and
audible listening
2. Backtrack some of the person’s own words.
3. Clarify the meaning, intent, and criteria.
4. Summarize what you have heard.
5. Confirm you got it right.Slide40
Reach a Deeper Understandingwhen discussions degenerate into conflict.Identify IntentIdentify Highly Valued CriteriaSlide41
With Problem People… speak to be understood
Monitor the tone of your voice.State the positive Intent.Tactfully interrupt interruptions.Tell your truth.Be ready to listen.
…Project and Expect the BestSlide42
Think Like an HR ProfessionalSlide43
Job Performance Issues Slide44
What is the #1 Reason Employees are Terminated?InsubordinationSlide45
Disciplinary ProcessAddressDiscipline
Redirect
Reward
ReinforceSlide46
Positive Redirection
Address
Redirect
Reward
Reinforce
ResolutionSlide47
Negative Loop
Address
DisciplineSlide48
Behavioral ImpasseAddress
DisciplineTerminationSlide49
Negative ResultAddressDiscipline
Redirect
Reward
Reinforce
TerminationSlide50
Discipline With A Positive ResultAddressDiscipline
RedirectRewardReinforce
ResolutionSlide51
Establish nature of concernCheck the facts and evidenceInterview all individuals involvedGet written statements if necessaryConsult other sources if appropriateDecide if action is justifiedNo case – advise interested parties
If there is a case - proceed to next stageInvestigation of IncidentsSlide52
Dangers of AssumptionsSlide53
ScenarioTom is walking slowly alongTom notices there is a hole in his suit30 seconds later Tom is DeadWhat Happened?Slide54Slide55
You have an employee that has been :Chronically late or absent for the last 4 monthsDoes not interact with parents professionallyDoes not get along with other employeesHas received Verbal, Written warnings for excessive tardiness and absencesNow gets upset with a parent and tells the parent “Can
you just shut up so that I can do my job”What Do You Do?Slide56
You have an employee that has been :Seen in the break room with what appears to be a bottle of alcoholA fellow employee that they saw him pouring the alcohol into a Coke bottleWhat Do You Do?Slide57
You have an employee that has been :Arguing with the you almost dailyChallenging you every time you assign them workAsked to clean up a mess and they tell you to take care of it yourself they are busyWhen you ask them to come to your office they tell you that they have stuff to do and need to get to work
What Do You Do?Slide58
Asking the Right QuestionsGet all the parties statements before making decisionsGet it in writingFan out the truth from perceptionUse the things you haveVideo, logs, alarms, phone records, email etc.Slide59
Affirmative Defense The organization exercised reasonable care to prevent or correct the concern and
The victim unreasonably failed to utilize the preventive measures established by The organization. Slide60
Defenses to Claims of Discrimination There are four basic types of defenses to employment discrimination claims.Business necessityBona fide occupational qualificationSeniority Systems.
After-acquired evidence of employee misconductSlide61
UnemploymentKnowledgeCulpabilityControlSlide62
Documentation (if it is not documented it did not happen)Name of EmployeeDate of IncidentOthers InvolvedDiscussion with EmployeeAction TakenWritten statements from those involvedSlide63
Meeting PreparationChoose Time/Place CarefullyRefer to Organization PoliciesHave Documentation Available
Have Witness Available when AppropriateSlide64
“Judge the Work, Not the Person”Slide65
Types of DisciplineVerbal Reprimand with Summation MemoWritten ReprimandProbation RecommendationTerminationSlide66
Memo of Concern to TerminationSummarize Facts of the Meeting Write out the Plan with DirectivesHave Employee Sign Letter
Write down Time and Date of a Follow-up Meeting with EmployeeSlide67
Employee MeetingHow not to do a terminationSlide68
Employee MeetingJudge Performance OnlyStick to the FactsDon’t Accept ExcusesRemain CalmRefer to the EAP when available
Deliver DirectivesDevelop an Action Plan TogetherSlide69
Why Do We Do It That Way?People Deserve RespectLegal Issues From Wrongful TerminationsCost of UnemploymentCost to Your Organizations ReputationStaff MoralePersonal IntegritySlide70
The Manager’s RoleDeal fairly and consistently with everyoneCare about people and respect them as individualsSolicit ideas and listen carefully when ideas are offeredMeet regularly with employees to openly exchange information and ideasSlide71
The Manager’s RoleSeek out development opportunitiesAct as you would expect your employees to actStrive for continuous improvementBelieve in your team membersBe willing to coach and adviseSlide72
Give positive feedback on your employees’ performancePromote a positive and productive working environmentSupport team effortsThe Manager’s RoleSlide73
SummaryComments
and QuestionsSlide74
RESOURCES“Dealing with People You Can't Stand: How to Bring Out the Best in People at Their Worst”; by Brickman and Kirschner “The Lens of Understanding” http://www.thericks.com/dpcs/dpcs.book.chp2.htmlThe Connective Goodhttp://www.theconnectivegood.com/index.php/blog/item/21-get-along-or-get-appreciated-a-tool-for-candid-cultural-fit-conversations