Making it Work: Strategies to Manage the Crazy Makers in the Workplace

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Information about Making it Work: Strategies to Manage the Crazy Makers in the Workplace
Business

Published on September 23, 2014

Author: cynthiaclay55

Source: slideshare.net

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Presentation delivered to the ATD - Los Angeles chapter on September 18, 2014 based on Peer Power: Transforming Workplace Relationships.

©2014 Clay & Associates Inc. ATD – LA Chapter September 18, 2014 Cynthia Clay

• Based in Seattle, Washington • Virtual staff in Washington, D.C., Virginia, and New Hampshire • Clients include ConocoPhillips, Novartis, Genentech, Navy Federal Credit Union, Ontario Lottery & Gaming, Providence Health & Services, and the US Government Accountability Office ©2014 Clay & Associates Inc. 2

©2014 Clay & Associates Inc. 3 View slide

• 47.3% say they are satisfied with their jobs (down from 61.1% in 1987) • Since 2006, satisfaction has remained below ©2014 Clay & Associates Inc. 50% Source: TNS Market Research survey (2012), reported by The Conference Board 4 Conclusion: employee satisfaction has declined significantly over the past 20 years. View slide

60 – 80% of organizational difficulties are tied to strained relationships. ©2014 Clay & Associates Inc. 5 Source: Daniel Dana, Managing Disagreements

85% of US employees surveyed experienced conflict at work. ©2014 Clay & Associates Inc. 6 Source: CPP Global, Human Capital Report (2008)

76% went out of their way to avoid the colleague with whom they were in disagreement. ©2014 Clay & Associates Inc. 7 Source: CPP Global, Human Capital Report (2008)

36% of US employees deal with conflict always or frequently. ©2014 Clay & Associates Inc. 8 Source: CPP Global, Human Capital Report (2008)

©2014 Clay & Associates Inc. Company Team Individual 9 Marketplace

“Chronic unresolved conflict acts as a decisive factor in at least 50% of departures.” Source: Daniel Dana The Dana Measure of Financial Cost of Organizational Conflict ©2014 Clay & Associates Inc. 10

Company Team Individual ©2014 Clay & Associates Inc. • Reduced productivity • Cost to mediate conflict • Cost to terminate • Unable to retain talent • Cost to recruit replacement • Cost to train replacement 11 Marketplace

• 62% left a job in the past, at least partially because of a difficult relationship with a coworker • 30% reported a difficult coworker currently frustrated them • 1/5 (of 30%) stated that a difficult coworker was their boss Source: NetSpeed Learning Solutions survey (2008) ©2014 Clay & Associates Inc. 12

How many hours per week, on average, do US employees spend dealing with conflict at work? ©2014 Clay & Associates Inc. < 1 hour 1.2 hours 2.8 hours 3.5 hours > 4 hours 13 Source: CPP Global, Human Capital Report (2008)

• US: 2.8 hours each week (18 days per year) • World: 2.1 hours each week (13 days per year) ©2014 Clay & Associates Inc. 14

In the US, an estimated 385 million working days is spent on unproductive conflict. ©2014 Clay & Associates Inc. 15

Company Team Individual ©2014 Clay & Associates Inc. 16 • Lower team morale • Reduced productivity • Increased supervision • Reduced management credibility • Less collaboration • Missed opportunities Marketplace

What is the annual cost in paid hours of the time spent dealing with conflict? ©2014 Clay & Associates Inc. $103 billion $252 billion $359 billion $524 billion 17 Source: CPP Global, Human Capital Report (2008)

$359 Billion ©2014 Clay & Associates Inc. 18

Company Team Individual ©2014 Clay & Associates Inc. 19 • Lost clients or customers • Reduced revenue • Reduced retention of managers • Cost of time spent in conflict • Culture of mistrust Marketplace

Company Team Individual ©2014 Clay & Associates Inc. 20 • Poor reputation • Negative social media • Inability to compete • Customer defections Marketplace

Impact Percentage Personal insults or attacks 27% Sickness/absence 25% Cross-department conflict 18% Bullying 18% People left the organization 18% People were fired 16% Employees were moved to 13% different departments Project failure 9% ©2014 Clay & Associates Inc. 21

• 25 – 40% of a manager’s time is spent resolving conflict. • Largest reducible cost in many businesses. • Training demonstrably increases skills and confidence. • ROI =10 times the cost of training. ©2014 Clay & Associates Inc. 22

©2014 Clay & Associates Inc. Have you ever worked with a challenging coworker (a peer)? 23

©2014 Clay & Associates Inc. Have you ever worked with a challenging boss? 24

1. What happens to me at work is usually not related to my own behavior. 2. I try to be open about my thoughts and feelings. 3. I find gossip to be a great stress reliever. 4. I reach out to someone I may have offended. 5. I take people at face value. ©2014 Clay & Associates Inc. 25

1. What happens to me at work is usually not related to my own behavior. If you agree with this statement, you may often feel victimized by others’ actions. We invite you to consider the many ways your behavior may be helping or hindering the situation. ©2014 Clay & Associates Inc. 26

Take the Questionnaire: About You www.netspeedlearning.com http://tinyurl.com/4rg85uz ©2014 Clay & Associates Inc. 27

Does your boss or coworker? 1. Tease you about your mistakes or weaknesses 2. Appear friendly to your face yet criticize you often behind your back 3. Hold staff meetings infrequently or without planning ©2014 Clay & Associates Inc. 28

4. Flatter you or act unusually sweet 5. Break commitments or not fulfill tasks you need 6. Make demands that you ignore procedures to meet his/her needs ©2014 Clay & Associates Inc. 29

Take the Questionnaire: About Them at www.netspeedlearning.com http://tinyurl.com/4uofy2w ©2014 Clay & Associates Inc. 30

©2014 Clay & Associates Inc. What unproductive behavior do you find most annoying or most challenging? 31

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©2014 Clay & Associates Inc. Going Head-to-Head Attempting to meet your needs while preventing others from meeting their needs 38

Compromising Attempting to meet your needs partially while meeting others’ needs partially ©2014 Clay & Associates Inc. 39

Caring-for-Self Attempting unilaterally to meet your needs by limiting the impact of others’ behavior without affecting their needs ©2014 Clay & Associates Inc. 40

©2014 Clay & Associates Inc. Coaching With permission, attempting to help another solve a problem or develop skills so the other person gets better results 41

Collaborating Jointly attempting to meet fully the needs of all parties ©2014 Clay & Associates Inc. 42

The Attacker ©2014 Clay & Associates Inc. 43 The colleague who repeatedly expresses anger and frustration in the form of inappropriate personal criticism.

©2014 Clay & Associates Inc. The Whiner That coworker who complains without taking responsibility for improving conditions that surround him/her. 44

The Scene Stealer ©2014 Clay & Associates Inc. 45 The peer who sets about building her reputation at your expense.

The Drive-by Boss ©2014 Clay & Associates Inc. 46 A leader who ignores some of her key management responsibilities and doesn’t meet the needs of employees or the organization.

The Manipulator ©2014 Clay & Associates Inc. The coworker who attempts to influence your attitude or behavior through deception or secrecy. 47

The Clueless Colleague A coworker who is insensitive to her negative impact on the work environment. ©2014 Clay & Associates Inc. 48

The Faux-Smart Boss The boss who has unrealistic confidence in his own ideas and skills, often accompanied by a lack of confidence in his employees. ©2014 Clay & Associates Inc. 49

©2014 Clay & Associates Inc. The Slacker The coworker whose poor performance damages your performance. 50

©2014 Clay & Associates Inc. The Bully A colleague who uses unreasonable demands and inappropriate threats to get her way. 51

©2014 Clay & Associates Inc. Which of these nine challenging coworkers have you experienced personally? Which one of these nine challenging coworkers is the most difficult for you? 52

The Manipulator The coworker who attempts to influence your attitude or behavior through deception or secrecy. Open Communicator ©2014 Clay & Associates Inc. 53

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• Offers unusual favors, gifts or flattery • Appeals to your sense of guilt • Deceives you • Presents only positive reasons (no negatives) ©2014 Clay & Associates Inc. 55

• Misrepresents or excludes data • Whispers in your ear • Asks a leading question or pretends to ask for input • Tells stories that are inconsistent ©2014 Clay & Associates Inc. 56

• They fear the consequences of telling the truth. • They have learned to exercise power indirectly. • It’s a coping strategy used when people feel powerless. • You have probably manipulated others, too. • You have a right to take care of yourself. • Manipulators usually have many strengths. ©2014 Clay & Associates Inc. 57

How might you “take responsibility” for this situation? ©2014 Clay & Associates Inc. 58

• Be responsible for your own experience. Be aware of your own hooks. • Do your homework. • Become someone who can’t be manipulated. • Communicate and set ground rules. ©2014 Clay & Associates Inc. 59

How would you “extend respect” in this situation? ©2014 Clay & Associates Inc. 60

• Avoid rescuing behavior. • Use good listening and questioning skills to encourage openness. • Pay attention to your gut/intuition. ©2014 Clay & Associates Inc. 61

Collaborating Jointly attempting to meet fully the needs of all parties ©2014 Clay & Associates Inc. 62

©2014 Clay & Associates Inc. 63 Role Play

What did I do to respond effectively to the attempt to manipulate me? ©2014 Clay & Associates Inc. 64

• Call her on a lie without calling her a liar. • Don’t do what she wants unless you want to. • Allow her to vent when you refuse. • Acknowledge her praise. • Probe to uncover her needs. • Use statements like, “I need more information” or “I need to hear the opposing view.” • Jointly come up with alternatives. ©2014 Clay & Associates Inc. 65

• Don’t strike back or give in • Don’t embarrass the manipulator in front of ©2014 Clay & Associates Inc. others • Don’t resort to manipulating yourself • Don’t placate or feel guilty for not complying • Move to Compromising • Try Caring-for-Self (e.g. avoid the person) 66

The Attacker ©2014 Clay & Associates Inc. 67 The colleague who repeatedly expresses anger and frustration in the form of inappropriate personal criticism. Constructive Critic

When Maggie was presenting a proposal to the sales support team, her coworker, Ernesto, sighed repeatedly. At one point, she saw him roll his eyes and mumble something out of the corner of his mouth to his buddy, Tom. Maggie felt uncomfortable but she was uncertain how to respond. At the end of her presentation, Ernesto said under his breath, “Is she serious?” ©2014 Clay & Associates Inc. 68

1. What clues tell you this may be an attacker? 2. What needs might the attacker have? 3. What helpful assumptions could you make? 4. What Principles and Practices seem most relevant in this situation? ©2014 Clay & Associates Inc. 69

©2014 Clay & Associates Inc. • Look at your own contribution • Communicate to prevent attacks • Anticipate frustrations (model handling them) • Respect your own needs 70

• Network to get to know people • Get input from others before making decisions • Seek shared solutions • Show compassion and empathy • Acknowledge good results to build self-esteem ©2014 Clay & Associates Inc. 71

©2014 Clay & Associates Inc. Which strategy makes the most sense with an attacker? 72

Collaborating Jointly attempting to meet fully the needs of all parties ©2014 Clay & Associates Inc. 73

How would you collaborate with the attacker in this scenario? What actions might you take? ©2014 Clay & Associates Inc. 74

• Breathe • Allow venting; don’t rebut • Paraphrase neutrally • Acknowledge his caring about the issue • Apologize for mistakes • Ask to explain your point of view • Request to meet privately • Ask if he is upset with you ©2014 Clay & Associates Inc. 75

©2014 Clay & Associates Inc. Put your business card in the basket to: • Be added to our mailing list • Enter drawing for free copy of Peer Power 76

• Six modules (customizable) • Face-to-face and virtual classroom • Based on adult learning principles • Interactive and collaborative • Practical skill-building • Blended with podcasts and online assessments ©2014 Clay & Associates Inc. 77

©2014 Clay & Associates Inc. “It’s more important than ever to supply your workers with new tools, training, and techniques to help maintain a positive and engaging work environment that leads to higher productivity and strong business results.” 78

©2014 Clay & Associates Inc.

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