DEALING WITH DIFFICULT PEOPLE

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DEALING WITH DIFFICULT PEOPLE




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DEALING WITH DIFFICULT PEOPLE

orDON’T YOU JUST LOVE THIS JOB???

Karen B. Gokay, Esq.Director of Human Resources & Public RelationsBerks County Intermediate Unit--------------------------------------------------------------------------Presentation for:2010 PASBO CONFERENCEMarch 11, 2010

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SEMINAR OBJECTIVES

Identifying

Supervisory Traits/ResponsibilitiesIdentifying the Traits of Some “Problem Employees”Identifying Supervisory Strategies to Deal with these Employee TypesTips for De-escalating Conflict

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QUALITIES OF A

SUCCESSFUL SUPERVISOR

PerceptiveGood ListenerEncouragerDo not motivate by guilt or forceAssertiveConstructive; truthful; frankDecisiveMaking those difficult decisions without alienating others

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Some “General Tricks” to

Successful Personnel Management

Recognize your role/responsibility/authorityRecognize the styles/roles of othersDetermine how to effectively utilize the talents at hand Adhere to supervisory guidelines, policies & proceduresHold individuals accountableHandle problems/issues when they ariseRender decisions utilizing your discretion as appropriateKeep Administration informed

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Effective Employee Relations

Honest Two-Way Communication

A Culture of Honesty, Fairness & TrustSensitivity to Employee IssuesClearly Articulated ExpectationsConsistency in Policy AdministrationRegular and Constructive FeedbackSupport/Encouragement

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HANDLING CONFLICT

What is Your Responsibility?

Putting an end to the behavior that is disruptive so that the tasks and goals of the department can be accomplished.

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PROBLEM

EMPLOYEES

Why?Poor Employee RelationsA Perception They are Not AppreciatedInsecurityPositive Reinforcement NeededDesire More AttentionPersonal Issues Unrelated to WorkNature of Their Personality

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THE COMPLAINER

Personality Traits:

Lots of complaintsImagines problemsAppears innocentProvides no solutions; just problemsGets worse if ignored

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THE COMPLAINER

Supervisory Strategies:

ListenDon’t agree or disagreeInvestigateAsk specific questionsInsist on factsLimit discussion to job-related complaintsTake appropriate action

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THE UNDERMINER

Personality Traits:

Wants to move up in the organizationUndermines supervisor; attempts to make him/her look foolishExtremely passive-aggressiveFriendly to your face; consistently stabs you in the back, though

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THE UNDERMINER

Supervisory Strategies:

Inform him/her that you know what is going onDo not allow idle time; keep him/her busyEstablish necessary limits regarding behaviorTake appropriate action

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THE AGGRESSOR

Personality Traits:

Bullies others to achieve resultsEmbarrasses co-workersThrows temper tantrumsAttempts to make supervisor feel inadequate

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THE AGGRESSOR

Supervisory Strategies:

Utilize self-control in all interactionsEstablish a set time to deal with employeeConsider having witnesses availableAnticipate challenges to your authorityDeal upfront with accusationsTake appropriate action

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THE “BUSYBODY”

Personality Traits:

Professional meddler“Knows Everything” (Not really, though)Likes to “drop in” to gossip

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THE “BUSYBODY”

Supervisory Strategies:

Meet with him/her privately and explain the negative impact of the gossip on the teamDo not allow idle time; keep him/her busyFocus on the problem created by the gossip; not the nature of the gossipTake appropriate action

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THE PERFECTIONIST

Personality Traits:

Avoids, or desires to avoid, mistakes at any costLoses hope when things go wrong; can become negative & overwhelmedMay push deadlines to the limit or miss the sameCan become short-tempered with “less than perfect” employees

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THE PERFECTIONIST

Supervisory Strategies:

Employ patience; not contemptAcknowledge the desire for perfection but remind employee that perfection is often “in the eyes of the beholder”Maintain expectations regarding deadlinesDo not allow “negativity” to prevail

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“MINI-ME”

Personality Traits:

Wants a supervisory positionFeels his/her way is the best way to accomplish an objectiveOften “instructs” others as to how things should be doneCannot be objective

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“MINI-ME”

Supervisory Strategies:

Remind employee YOU are the supervisorImpress upon him/her that there is not just one way to do somethingExplain behavior is counterproductive and bordering on unacceptable harassmentTake appropriate action

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THE JEALOUS EMPLOYEE

Personality Traits:

Possesses an “entitlement” mentalityReacts with spite when others are promoted or receive raisesComplains of unfair treatment

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THE JEALOUS EMPLOYEE

Supervisory Strategies:

Do not enter into a discussion about othersExplain that everyone is evaluated or assessed according to their own effortsAvoid being dragged into an argumentProvide employee with suggestions for professional development, if applicableTake appropriate action, if necessary

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COMMUNICATING

WITH PROBLEM EMPLOYEES

Maintain eye contactWatch the tone of your voiceTime discussion appropriatelyBehind closed doors“After the dust has settled”Discuss impact of concern On the organization, co-workers, career

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TIPS FOR DE-ESCALATING CONFLICT

Speak softly

Speak slowlyMake direct eye contactBe conscious of body languageSearch for the “win-win”Take a break, if needed

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TIPS FOR DE-ESCALATING CONFLICT

Avoid starting sentences with the pronoun “You”

Repeat messages and clarify oftenWatch your languageAcknowledge the position and needs of the person involvedAsk open-ended questionsBreathe!!!!

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CLOSING THOUGHTS

Taking on a supervisory role requires one to deal effectively with people

It is a small percentage of employees who will create the biggest headachesDon’t forget to acknowledge the “problem-free” employeesRecognize that you will make mistakes; learn from themQuestions??

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CONTACT INFORMATION

Karen B. Gokay, Esq.

Director of Human Resources & Public Relations610.987.8470kargok@berksiu.org

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