HERDING CATTLE (OR DEALING WITH DIFFICULT EMPLOYEES) Dana Thorp Patterson Asst. Executive Director...
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Transcript of HERDING CATTLE (OR DEALING WITH DIFFICULT EMPLOYEES) Dana Thorp Patterson Asst. Executive Director...
HERDING CATTLE (OR DEALING WITH DIFFICULT
EMPLOYEES)
Dana Thorp Patterson
Asst. Executive Director
Ozarks Technical Community College
TODAY’S AGENDA
M
otivation
C
ommon Denominators
D
efining difficult people/behaviors
P
ersonality, Growth Plan, Action Plans
MOTIVATIONB
asic Needs (Dr. Abraham Maslow)
P
hysiological
S
afety & Security
S
ocial Needs
E
steem or Ego Needs
S
elf Actualization
KNOWING YOUR STAFFM
oney is a bookend motivator – it gets them into the job and keeps them from leaving, but
what else motivates your group?
I
ntrinsic v Extrinsic motivation
W
hat do you know about your employees?• Entertainment• Family • Preference for work – breaks, vacation• Leisure activities• What else?
What motivates your team?
RELATIONSHIPSE
veryone interacts with the strong personalities
H
ow you DEAL with it depends upon your role
A
s a peer, you are responsible for three things: • Being professional in behavior• Being respectful in spite of problems or differences• Knowing when to bring a supervisor into the situation
SUPERVISOR/LEADER
• Supervisors have more responsibility:• Hiring• Coaching• Termination• Intervention between staff• Cognizant of problems and actively
engaged in remedying the issues• To act appropriately, professionally
and…• And always respectfully
THE BIG FIVE
B
IG 5: • Personality: who are these people?• Temperament: what is their style, behavior,
mood?• Heart: what do they love and care about?• Relationship: is there a bond – between the
person and their job, their peers?• Dream: what do they want – out of their career,
perhaps out of life?
HERDING DIRECTIONS Functions:
Riding the herd and calling directions Getting the right cowboy/girl to take
care of the cattle (delegate) Develop a trail plan
In order to be effective, you must know the cattle, the cowboys/girls on
your trail, and the route.When we cannot effectively evaluate situations and people, we
will lose. John Maxwell
CATTLE TRAIL – THE PLAND
elegate according to their strengthC
oach according to their weaknessM
entor according to their potentialR
elate according to their personality & temperamentL
ead according to their dreamsW
hat’s the common thread?
STARTING OUT
CONSIDER: Who is the person and what does s/he need
COMMUNICATE: How will you meet that need
CONNECT: Meet that need BEFORE asking for anything
COMMIT: Yourself to them and them to you – ONLY after the first three steps.
BEFORE SADDLING UP
I
s there potential?
W
ill they change?
W
ill they follow?
E
ach of these MUST equal the energy expended.
WHAT HAPPENS IF….I
f there is a NO to any of the preceding questions, r
educe your time and energy. T
he more difficult a personality, the more R
ESOUNDING YES must be given to all the questions. I
f they express desire and commitment to improve–dive in.
If no – then back off. Look at other options.
HANDLING PERSONALITIES
Understanding the personality
Assessing the whole issue
Define your needs from theirs
CAN they actually improve?
Do they WANT to improve?
PERSONALITY TYPES
Analytical-facts and details; money/numbers; independent; neat/organized; on time; no risks Driver-to the pt.; busy; immediate results; risks; multiple choices; power; independently; positiveAmiable-social; likeable; traditional; no risks; needs support; careful decisions; somewhat wishy/washy; less time-orientedExpressive-dreamer; uses hunches; social; quick decisions; planner; risks; generalizes; less time oriented
HANDLING PERSONALITY
Analytical –let them know they are right; give them
facts; stress logic; observe time constraints; compliments; quick precise answers
Amiable – be friendly; build rapport; don’t rush; allow time for conversation; stress emotional
benefits; reassure; give them positive choice; help them decide
HANDLING EACH PERSONALITY
Driver – dress professionally; get to the point; don’t waste time; stress quick results; ask questions to force attention; put it in writing; let them take charge at times; summarize key benefits before closing; use 2-3 options
Expressive – present big picture; use emotional benefits; show them proof (testimonials, articles, etc); recognize their importance; details in writing and explain;
SPECIFICS
FEARFUL PERSON A
“Fearful Fred” – B
ehavior: a lack of confidence causes them to do nothing
Strength is that he is devoted and loyal
Problem is that he is a low producer
Needs a Dale Carnegie course in self confidence
GROWTH PLAN-FEARFUL PERSON
Privately, sit down and discuss Fred’s fears
Identify the fears and reasons why he has them
90% of all fears are a result of a previously bad
experience E
valuate his desire to overcome his fears I
f desire is high – develop a game plan I
f desire is low – other options – reassign?
ACTION PLAN -FEARFUL
Plan a project together -provides support and
security S
tructure the project D
o a simpler project first – safety D
o the project together D
o a winnable project – build in success
DEPRESSED PERSONALITY
A Sad Sally - Behavior Depressed
Strengths – CAN do the work, under the right
circumstances P
roblem is negative attitude – materials on winning attitude
Motivated by coaching and reassurance
GROWTH PLAN - DEPRESSED PERSONALITY
Privately sit down and discuss the slump
Listen to her background –
Let her talk about the good old days
List what she did effectively when things went well
List what she did when things went poorly - contrast!
If she desires to change, develop a game plan
ACTION PLAN - DEPRESSED PERSONALITY
Remove her from others while she is in a slump – Downer Debbie!
Reprioritize the workload
Remain with this person as much as possible
Require her to do what is right, not what she wants to do
Remember to encourage her when possible!
EXCITED PERSONALITY
Starts fast but seldom finishes
High enthusiasm – he’s excited! Provides energy!
Motivated by new challenges – loves them!
Strength is starting strong – even before the meeting is over
Problem is that he seldom finishes
GROWTH PLAN-EXCITED PERSONALITY
Needs a mentor that finishes well
Listen and discuss the excitement
Listen to exciting start up stories
Ask for the ‘rest of the story’ – outcomes
Let him see what he has lost
Take into account exaggeration
Does he want to finish well(desire to change!)
ACTION PLAN EXCITED PERSONALITY
Assign a new challenge
Keep him focused
Reward him for finishing well – on the other side of the
finish line! A
ssign a good detail person to work with him. H
is greatest need is ongoing training – to change a life, keep putting materials in their hands!
DISORGANIZED PERSONALITY
Like a rocking horse, always in motion but never advancing
Unfocused behavior
Motivated by direction
Strengths are relational – very social usually
Problem area is lack of result
Provide her with organizational items: files, calendars, etc
GROWTH PLAN - DISORGANIZED PERSONALITY
Discuss the disorganization
Listen to her frustrations - she spins
her wheels
Look at her mess – visually
Determine if she wants to get
organized (desire?)
ACTION PLAN -DISORGANIZED PERSONALITY
Needs personal attention
Ask her to photocopy her daily schedule
Help her list her priorities
Teach her time management of the priority list
Monitor her progress
Leave no room for options and uncertainty
PERFECTIONIST PERSONALITY
P
erfectionist Pete - Behavior is rigid
M
otivated by control
S
trength is knowledgeable
P
roblem is that they personalize failure
GROWTH PLAN-PERFECTIONISTS
Discuss the perfectionism
Give them time
• They are usually poor at expressing emotion• Don’t interrupt them at any time
• The moment you interrupt, they go back to the first step again!
Encourage them to be more tolerant with self and others –
perfectionists are highly critical
ACTION PLAN - PERFECTIONISTS
Provide confidence and reassurance
Encourage to not take mistakes personally
Encourage to take more risks
Reward for getting things done on time even if not perfect
Show him the BIG picture!
Let them be planners – work on projects – plenty of time
CRITICAL PERSONALITY
Critical Connie - Voices criticism to whomever will listen
Negative behavior
Motivated by listeners
Strengths – normally there is SOME truth in the criticism
Problem is that they will undermine anything and
everything
GROWTH PLAN FOR CRITICAL PERSONALITY
Give them materials on being a people person
Listen and discuss the issues
Give accurate examples of Connie’s criticisms
• She will deny a lot of these, SO A
sk for an explanation of those examples G
ive her a proper avenue to criticize
ACTION PLAN -CRITICAL PERSONALITY
Ask people affected to meet with you and Connie
Ask them to tell their story of what happened
Ask Connie for an explanation
Give them ALL a proper avenue to criticize
What happens if Critical Connie doesn’t change?
This is the most destructive person on your team.
GRANDSTAND PERSONALITY
Grandstanding George - Wants to be in front and get all the credit
Behavior is aggressive, boastful
Motivated to be Number One
Strength is self sufficient
Problem is that he is demanding
Problems is that he won’t help build the team
Needs to be in a teambuilding program.
GROWTH PROGRAM -GRANDSTANDERS
Discuss the grandstanding behavior
Point out the damage that he causes to team
Ask him who he respects that he will listen to
There has to be an audience in grandstanders life in
order for him to do his routineR
emember that YOU can recognize the ones or the team that is deserving!
ACTION PLAN -GRANDSTANDER
Lead from strength and power or he’ll never respect you.
Bring in a person he respects to help you
Reward him for team play
Know which issues are worth the battle
Once the issues are settled, never give in
Problem placement – if he can become a servant,
he can be good up front – but ONLY after he
demonstrates team playing.
OBSERVATIONS
They aren’t so difficult once you face them
Most of the time you’ll succeed
They will be some of your best producers
A little individual attention goes a long way
Respect is key to difficult relationships
Egos cause more trouble than the issues
Difficult and different are often the same
Respecting, caring about and loving people covers a
multitude of problems
LESS OBVIOUS VARMINTS
W
hat are some of the types you’ve run into?
S
kunks – stinkers
P
orcupine – stickers (stab you in the back?)
W
olves – howlers and whiners
H
yenas – laughing – at inappropriate times?
O
xen- stubborn
J
ackasses – self explanatory
YOUR EXPERIENCES
PEER TO PEER (1)Y
ou should handle some of your work relationships independently
Exercise good judgment: when can you intercede on your own behalf/ when you need to report – (harassment, discrimination, hostility, threats -implied or direct)
Handle – miscommunication, first time disagreements, specific issues on a project
Be mature; State your issue clearly; Request that you be heard before you discuss
PEER TO PEER(2)
L
isten well; Agree to future behavior; Send a follow
up email, thanking them for their time the gist of
the conversation (this becomes some
documentation for you)
R
eport further issues to supervisor
WHEN YOUR BOSS IS THE PROBLEM (1)
Sometimes you can address these. Other times you must simply decide if the job fit is for you
A
sk for a time to discuss the issue: Use I
statements –
S
end an email afterwards
WHEN YOUR BOSS IS THE PROBLEM (2)
SUPERVISORS/LEADERS
Y
our responsibilities are greater!
S
hould know what’s going on in your office/department
K
now the personality types in your office
B
e cognizant of your OWN personality!
PREVENTION & CUREH
iring the right people – • Know the job you need to hire for• Ask the right questions• Check references• Outline clear expectations on
behavior, participation, specific projects
• Let them know in interview what process you use to assess work performance
PREVENTION & CURET
raining New employees • if they don’t come with needed skill set, be sure to
get them proper training P
robationary Periods• use them and use them correctly
Annual Reviews
• should not just be annual reviews -ongoing
C
oaching appropriately- HR Overview
PREVENTION & CURE
Existing Positions
Promotions
• just because someone does one job well does not a supervisor make. Provide training for supervising; mentoring; professional development
A note to staff: Train for the promotion you want before you apply
Professional Development
• ongoing – demand it of your staff
CURE
When you DO have the problem
Start with the discussion part of our presentation today to ascertain the issues
Begin coaching process: verbal, written, written, termination
Create an action plan – the employee must have buy in
Monitor Progress – if there isn’t any, well…..
FINAL STEPS
R
eport, Take Action, Document situations that aren’t
easily remedied: harassment, discrimination, threats
W
hen you begin the coaching process, follow your own
institutions’ policies of documentation,
w
itnesses, contract issues
TERMINATIONSA
necessary step at times
W
hen the individual causes distress, turmoil, problems
N
o desire to change – or no steps of progress
B
e kind, caring – but ‘free them up to explore other opportunities!’
DISCUSSION QUESTIONS
What happens if you take a new position and are directed to remedy the issues – and the issues
are personalities as just described? H
ow do you debrief with other staff without divulging confidential information?
How do you begin the healing process after
someone has been terminated?
QUESTIONS??
L
et’s discuss and share your experiences.
THANK YOU
F
or your time and energy today!
R
each me at:
p
a
t
t
e
r
s
d
@
o
t
c
.
e
d
u
or by phone at (417) 447-8888