Peer Power: Transforming Workplace Relationships


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60-minute webinar based on the book, Peer Power: Transforming Workplace Relationships by Cynthia Clay and Ray Olitt. Provides an overview of training programs for the face-to-face and virtual classrooms.

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Peer Power: Transforming Workplace Relationships

  1. 1. ©2012 Clay & Associates Inc.
  2. 2. ©2012 Clay & Associates Inc. 2
  3. 3. ©2012 Clay & Associates Inc. 3
  4. 4. ©2012 Clay & Associates Inc. 4
  5. 5. ©2012 Clay & Associates Inc. 5
  6. 6. • 45% say they are satisfied with their jobs (down from 61.1% in 1987)• Under 25, 35.7% are satisfied• Of Baby Boomers, 46% are satisfied (down from 60%)Conclusion: employee satisfaction has declinedsignificantly over the past 20 years.Source: TNS Market Research survey (2009), reported by The Conference Board ©2012 Clay & Associates Inc. 6
  7. 7. “These numbers do not bode well given themulti-generational dynamics of the labor force.” Linda Barrington Managing Director, Human Capital The Conference Board ©2012 Clay & Associates Inc. 7
  8. 8. 1. Job security2. Benefits3. Compensation/pay4. Opportunities to use skills and abilities5. Feeling safe in the work environmentSource: Society for Human Resource Management ©2012 Clay & Associates Inc. 8
  9. 9. 6. Relationship with immediate supervisor7. Management recognition of employee job performance8. Communication between employees and senior management9. The work itself10. Autonomy and independence ©2012 Clay & Associates Inc. 9
  10. 10. Which of these ten factors are connected to or influenced by Interpersonal communication?©2012 Clay & Associates Inc. 10
  11. 11. • 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 bossSource: NetSpeed Learning Solutions survey (2008) ©2012 Clay & Associates Inc. 11
  12. 12. “I frequently avoid a difficult coworker.”“I dread going to work to be barraged by thisindividual‟s negativity.”“I often need to „run interference‟because other employees also findthis individual difficult to work with.” ©2012 Clay & Associates Inc. 12
  13. 13. Have you ever worked with a challenging coworker (a peer)? Yes – in the past Yes – right now No – hasn’t happened©2012 Clay & Associates Inc. 13
  14. 14. Have you ever worked with a challenging boss? Yes – in the past Yes – right now No – hasn’t happened©2012 Clay & Associates Inc. 14
  15. 15. 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.©2012 Clay & Associates Inc. 15
  16. 16. 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.©2012 Clay & Associates Inc. 16
  17. 17. 2. I try to be open about my thoughts and feelings. We encourage openness in most work relationships. If you answered “yes” to this statement, there are probably no hidden agendas in your relationships with others.©2012 Clay & Associates Inc. 17
  18. 18. 3. I find gossip to be a great stress reliever. Let‟s face it—most people would answer “yes” to this statement. However, we‟d like to suggest that when gossip is used in this way, the price you pay (in mistrust and conflict) is too steep.©2012 Clay & Associates Inc. 18
  19. 19. 4. I reach out to someone I may have offended We hope that you were able to say “yes” to this statement. Reaching out, even when it may not have been your intention to offend, demonstrates your concern for the other person.©2012 Clay & Associates Inc. 19
  20. 20. 5. I take people at face value. While this sounds positive, it may mean that you are relying more on the words people say and less on the unspoken messages sent by body language and tone of voice.©2012 Clay & Associates Inc. 20
  21. 21. Does your boss or coworker?1. Tease you about your mistakes or weaknesses2. Appear friendly to your face yet criticize you often behind your back3. Hold staff meetings infrequently or without planning ©2012 Clay & Associates Inc. 21
  22. 22. 4. Flatter you or act unusually sweet5. Break commitments or not fulfill tasks you need6. Make demands that you ignore procedures to meet his/her needs ©2012 Clay & Associates Inc. 22
  23. 23. ©2012 Clay & Associates Inc. 23
  24. 24. ©2012 Clay & Associates Inc. 24
  25. 25. Going Head-to-Head Attempting to meet your needs while preventing others from meeting their needs©2012 Clay & Associates Inc. 25
  26. 26. CompromisingAttempting to meetyour needs partiallywhile meeting others’needs partially ©2012 Clay & Associates Inc. 26
  27. 27. Caring-for-SelfAttempting unilaterally tomeet your needs by limitingthe impact of others’ behaviorwithout affecting their needs ©2012 Clay & Associates Inc. 27
  28. 28. Coaching With permission, attempting to help another solve a problem or develop skills so the other person gets better results©2012 Clay & Associates Inc. 28
  29. 29. CollaboratingJointly attempting tomeet fully the needsof all parties ©2012 Clay & Associates Inc. 29
  30. 30. What behaviors do you use when you are collaborating?©2012 Clay & Associates Inc. 30
  31. 31. The Attacker The colleague who repeatedly expresses anger and frustration in the form of inappropriate personal criticism. ©2012 Clay & Associates Inc. 31
  32. 32. The WhinerThat coworker who complainswithout taking responsibilityfor improving conditions thatsurround him/her. ©2012 Clay & Associates Inc. 32
  33. 33. The Scene StealerThe peer who setsabout building herreputation at yourexpense. ©2012 Clay & Associates Inc. 33
  34. 34. The Drive-by Boss A leader who ignores some of her key management responsibilities and doesn’t meet the needs of subordinates or the organization.©2012 Clay & Associates Inc. 34
  35. 35. The Manipulator The coworker who attempts to influence your attitude or behavior through deception or secrecy.©2012 Clay & Associates Inc. 35
  36. 36. The Clueless Colleague A coworker who is insensitive to her negative impact on the work environment. ©2012 Clay & Associates Inc. 36
  37. 37. 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. ©2012 Clay & Associates Inc. 37
  38. 38. The Slacker The coworker whose poor performance damages your performance.©2012 Clay & Associates Inc. 38
  39. 39. The Bully A colleague who uses unreasonable demands and inappropriate threats to get her way.©2012 Clay & Associates Inc. 39
  40. 40. Which of these nine challenging coworkers have you experienced personally? Which one of these nine challenging coworkers is the most difficult for you?©2012 Clay & Associates Inc. 40
  41. 41. The Manipulator The coworker who attempts to influence your attitude or behavior through deception or secrecy.©2012 Clay & Associates Inc. 41
  42. 42. ©2012 Clay & Associates Inc. 42
  43. 43. • Offers unusual favors, gifts or flattery• Appeals to your sense of guilt• Deceives you• Presents only positive reasons (no negatives) ©2012 Clay & Associates Inc. 43
  44. 44. • Misrepresents or excludes data• Whispers in your ear• Asks a leading question or pretends to ask for input• Tells stories that are inconsistent ©2012 Clay & Associates Inc. 44
  45. 45. • 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. ©2012 Clay & Associates Inc. 45
  46. 46. • Be responsible for your own experience. Be aware of your own hooks.• Perform well. Do your homework.• Respect your needs. Become someone who can’t be manipulated.• Communicate and set ground rules. ©2012 Clay & Associates Inc. 46
  47. 47. • Avoid rescuing behavior.• Use good listening and questioning skills to encourage openness.• Pay attention to your gut/intuition. ©2012 Clay & Associates Inc. 47
  48. 48. CollaboratingJointly attempting tomeet fully the needsof all parties ©2012 Clay & Associates Inc. 48
  49. 49. • Call her on a lie without calling her a liar.• Don’t do what she wants unless you want to.• Acknowledge her praise.• Probe to uncover her needs. Ask, “Is there something you need from me?”• Jointly come up with alternatives. ©2012 Clay & Associates Inc. 49
  50. 50. Published by Jossey-Bass (John Wiley & Sons) in February 2012 Available online and at bookstores©2012 Clay & Associates Inc. 50
  51. 51. • One-day and two-day facilitated workshops• Based on adult learning principles• Interactive and collaborative• Practical skill-building• Blended with podcasts and online assessments ©2012 Clay & Associates Inc. 51
  52. 52. Session 1: Mistakes We’ve Made (and You Can Avoid)Session 2: What We’ve Learned (Four Key Principles)Session 3: Strategies for Transforming RelationshipsEach 90 minutes long ©2012 Clay & Associates Inc. 52
  53. 53. Session 4: Working with Attackers, Whiners, and Scene StealersSession 5: Working with Drive-by Bosses, Manipulators, and Clueless ColleaguesSession 3: Working with Faux-Smart Bosses, Slackers, and BulliesEach 90 minutes long ©2012 Clay & Associates Inc. 53
  54. 54. • About You Assessment• About Them Assessment• Pocket Coach Podcasts and Knols• Mobile App: Peer Power Pocket Coach? ©2012 Clay & Associates Inc. 54
  55. 55. • Four Thursdays, beginning September 6• Four 1 hour & 45-minute webinars• Led by co-author, Cynthia Clay• 1 – 2 participants: $399 each• 3+ participants: $349 eachComplete today’s survey and receive the “early bird” discount of $100 off the registration price. ©2012 Clay & Associates Inc. 55
  56. 56. Four seats in the Peer Power Online WorkshopSeries (beginning September 6, 2012). ©2012 Clay & Associates Inc. 56
  57. 57. “It‟s more important than ever to supply yourworkers with new tools, training, and techniquesto help maintain a positive and engaging workenvironment that leads to higher productivity andstrong business results.” Cynthia Clay and Ray Olitt ©2012 Clay & Associates Inc. 57
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