MANAGING NEGATIVE PEOPLE AND COURTEOUS SERVICE
RESEARCH FINDINGS <ul><li>Personal qualities account 85% to job success while tech skills only 15%.  </li></ul><ul><li>Car...
GOALS OF HUMAN RELATIONS <ul><li>3M’s </li></ul><ul><li>Create win/win situation </li></ul><ul><li>Total person approach <...
HANDLING HUMAN RELATIONS <ul><li>Change the other person </li></ul><ul><li>Change the Situation </li></ul><ul><li>Change y...
KIND OF PEOPLE WITH NEGATIVE TRAITS <ul><li>Personality Factor </li></ul><ul><li>Plateaued Employees </li></ul><ul><li>Squ...
THE DEFENSIVE GUY <ul><li>Mr. Perfect, never accept constructive criticism </li></ul><ul><li>His way of doing things is co...
THE CONSTANT ARGUER <ul><li>Likes to hear his own voice most of the time </li></ul><ul><li>Dispute even the most rational ...
THE “ME” GUY <ul><li>Epitomizes ego, inflated sense of himself. </li></ul><ul><li>Takes credit for every thing </li></ul><...
THE STUBBORN GUY <ul><li>Anything but a team player </li></ul><ul><li>Committed to his own way , not open to change </li><...
THE BACK STABBER <ul><li>Guy we all really hate. </li></ul><ul><li>Talk behind your back, makes you look incompetent befor...
THE BLAME GAME GUY <ul><li>Shifts responsibility to others </li></ul><ul><li>Never accepts his fault </li></ul><ul><li>HOW...
THE WHINER <ul><li>Always complain. </li></ul><ul><li>Crosses the delicate line between venting and unconstructive nitpick...
<ul><li>WHY  </li></ul><ul><li>GOOD PEOPLE  </li></ul><ul><li>BEHAVE BADLY </li></ul>
BIAS IN PERCEPTIONS <ul><li>Stereotyping </li></ul><ul><li>Narrow frame of reference </li></ul><ul><li>Expectations </li><...
TOPICS FOR TODAY  <ul><li>Locus of control.  </li></ul><ul><li>Supportive communication.  </li></ul><ul><li>Interpersonal ...
CHANGE ORIENTATION <ul><li>LOCUS OF CONTROL </li></ul><ul><li>The attitude people develop regarding the extent to which th...
LOCUS OF CONTROL 1- Internal Locus of Control :  ‘ I was the cause of the success or failure for the change.’ External Loc...
INTERNAL LOCUS OF CONTROL <ul><li>Associated with successful management in North America. </li></ul><ul><li>Are less alien...
EXTERNAL LOCUS OF CONTROL <ul><li>Most commonly found in managers from Eastern cultures. </li></ul><ul><li>Tend to use coe...
COMMUNICATION PROBLEMS <ul><li>“ Most individuals don’t seem to feel a strong need to improve their own skill level” </li>...
RELATIONSHIPS BETWEEN UNSKILLFUL COMMUNICATOR AND SUBORDINATE 4 - Abrasive, insensitive unskillful message delivery Distan...
COACHING AND COUNSELING 4 - <ul><li>COACHING </li></ul><ul><li>Focuses on Abilities </li></ul><ul><li>Giving advice, direc...
WHEN TO COACH: 4 - <ul><li>WHEN TO COUNSEL </li></ul><ul><li>Personality clashes </li></ul><ul><li>Defensiveness </li></ul...
COMMUNICATION STYLES RESPONDING TO OTHERS <ul><li>FOUR TYPES OF RESPONSES </li></ul><ul><ul><li>Advising </li></ul></ul><u...
APPRAISALS <ul><li>4 F’s- Fair, Feedback, Fulsome, Frequent </li></ul><ul><li>Don’t bog down in the past </li></ul><ul><li...
“ Know Thyself” Carved on the Oracle at Delphi “ He that would govern others must first master himself” Messinger
SCHUTZ MODEL – 1992 <ul><li>FIRO-B. Fundamental interpersonal Orientation Behavior. </li></ul><ul><li>Human beings must ex...
Inclusion Control Affection Expressed Behavior Towards Others Wanted Behavior  From Other 18   . TOTAL  e 10  . TOTAL  W T...
Inclusion Control Affection Expressed Behavior Towards Others Wanted Behavior  From Other 07  . TOTAL  e 08  . TOTAL  W TO...
CASE STUDY HARVARD BUSINESS REVIEW
CASE STUDY- WHAT A STAR-WHAT A JERK <ul><li>Jane Epstein has just assumed manager ship at TechniCo. </li></ul><ul><li>Tryi...
MARY ROWE. TEACHES NEGOTIATIONS AND CONFLICT MANAGEMENT  AT SLOAN SCHOOL OF MANAGEMENT AT MIT <ul><li>Jane should prepare ...
CHUCK MCKENZIE. SENIOR VICE PRESIDENT AT OPPENMEIMER FUNDS. BASED IN NEW YORK <ul><li>Jane’s facing a clasic situation, th...
JAMES WALDROOP. PSYCHOLOGIST, PRINCIPAL AT PEREGRINE PARTNERS THAT SPECIALIZES IN EXECUTIVE DEVELOPMENT AND EMPLOYEE RETEN...
COURTEOUS SERVICE
STEPHEN COVEY <ul><li>Emotional Bank Accounts </li></ul><ul><li>A metaphor which compares investments in relationships to ...
BUILDING A CUSTOMER READY ORGANIZATION <ul><li>VIVA </li></ul><ul><li>SWOT </li></ul><ul><li>R&P </li></ul><ul><li>CRM </l...
<ul><li>Create a compelling brand experience </li></ul><ul><li>Deliver a seamless experience across channels and touch poi...
 
 
 
 
 
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dealing with difficult people

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a strategy to deal with difficult people

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  • dealing with difficult people

    1. 1. MANAGING NEGATIVE PEOPLE AND COURTEOUS SERVICE
    2. 2. RESEARCH FINDINGS <ul><li>Personal qualities account 85% to job success while tech skills only 15%. </li></ul><ul><li>Carnegie Foundation </li></ul><ul><li>66% got fired for not getting along with peers; 34% on account for lack of tech skills. </li></ul><ul><li>Harvard Bureau of Vocational Guidance </li></ul><ul><li>Executives spend 9 work weeks (360 hours settling employee personality clashes. </li></ul><ul><li>IBM spend 40 hours of training per year per employee ,with 32 hours on human relations training. </li></ul>
    3. 3. GOALS OF HUMAN RELATIONS <ul><li>3M’s </li></ul><ul><li>Create win/win situation </li></ul><ul><li>Total person approach </li></ul><ul><li>Congenial group behavior </li></ul>
    4. 4. HANDLING HUMAN RELATIONS <ul><li>Change the other person </li></ul><ul><li>Change the Situation </li></ul><ul><li>Change yourself </li></ul>
    5. 5. KIND OF PEOPLE WITH NEGATIVE TRAITS <ul><li>Personality Factor </li></ul><ul><li>Plateaued Employees </li></ul><ul><li>Square pegs in round holes </li></ul><ul><li>Bad bosses </li></ul><ul><li>Unhealthy work environment </li></ul>
    6. 6. THE DEFENSIVE GUY <ul><li>Mr. Perfect, never accept constructive criticism </li></ul><ul><li>His way of doing things is correct </li></ul><ul><li>Never changes his mind </li></ul><ul><li>HOW TO HANDLE </li></ul><ul><li>Give positive reinforcement before giving negative feedback </li></ul><ul><li>Use words like “we” instead of “you” </li></ul><ul><li>Use face-to –face interaction </li></ul>
    7. 7. THE CONSTANT ARGUER <ul><li>Likes to hear his own voice most of the time </li></ul><ul><li>Dispute even the most rational point, disagree mostly </li></ul><ul><li>Always has a problem with others </li></ul><ul><li>HOW TO HANDLE </li></ul><ul><li>Let him finish his argument </li></ul><ul><li>Don’t interrupt </li></ul><ul><li>Keep your cool </li></ul><ul><li>Don’t add fuel to the fire </li></ul>
    8. 8. THE “ME” GUY <ul><li>Epitomizes ego, inflated sense of himself. </li></ul><ul><li>Takes credit for every thing </li></ul><ul><li>His problems are bigger than everyone else’s </li></ul><ul><li>HOW TO HANDLE </li></ul><ul><li>Let your contribution and worth be known. </li></ul><ul><li>Keep a record of team members accomplishments </li></ul>
    9. 9. THE STUBBORN GUY <ul><li>Anything but a team player </li></ul><ul><li>Committed to his own way , not open to change </li></ul><ul><li>May not argue but will stick to his own ways while implementing </li></ul><ul><li>HOW TO HANDLE </li></ul><ul><li>Cut your losses and let him go </li></ul><ul><li>Propose an idea to him and let him take charge </li></ul><ul><li>His failures will speak for itself </li></ul>
    10. 10. THE BACK STABBER <ul><li>Guy we all really hate. </li></ul><ul><li>Talk behind your back, makes you look incompetent before others. </li></ul><ul><li>Effective in creating the perception that you are as bad as he portrays </li></ul><ul><li>HOW TO HANDLE </li></ul><ul><li>Pull him aside to a private area and let him know that you are aware. </li></ul><ul><li>Don’t avoid confrontation even if he denies it </li></ul>
    11. 11. THE BLAME GAME GUY <ul><li>Shifts responsibility to others </li></ul><ul><li>Never accepts his fault </li></ul><ul><li>HOW TO HANDLE </li></ul><ul><li>Share responsibility for failure, it may correct him. </li></ul><ul><li>Do not take responsibility for his failures to your superior </li></ul>
    12. 12. THE WHINER <ul><li>Always complain. </li></ul><ul><li>Crosses the delicate line between venting and unconstructive nitpicking. </li></ul><ul><li>Unleashes his cynical attitude </li></ul><ul><li>HOW TO HANDLE </li></ul><ul><li>You wont be able to change him. </li></ul><ul><li>Minimize your interaction with him. </li></ul><ul><li>Give him a hinny that you are busy </li></ul>
    13. 13. <ul><li>WHY </li></ul><ul><li>GOOD PEOPLE </li></ul><ul><li>BEHAVE BADLY </li></ul>
    14. 14. BIAS IN PERCEPTIONS <ul><li>Stereotyping </li></ul><ul><li>Narrow frame of reference </li></ul><ul><li>Expectations </li></ul><ul><li>Selective Exposure </li></ul><ul><li>Interests </li></ul><ul><li>Projections </li></ul>
    15. 15. TOPICS FOR TODAY <ul><li>Locus of control. </li></ul><ul><li>Supportive communication. </li></ul><ul><li>Interpersonal Relationship. </li></ul><ul><li>Customer Relationship Management. </li></ul>
    16. 16. CHANGE ORIENTATION <ul><li>LOCUS OF CONTROL </li></ul><ul><li>The attitude people develop regarding the extent to which they control their own destines. </li></ul>1-
    17. 17. LOCUS OF CONTROL 1- Internal Locus of Control : ‘ I was the cause of the success or failure for the change.’ External Locus of Control : ‘ Something else caused the success or failure.’
    18. 18. INTERNAL LOCUS OF CONTROL <ul><li>Associated with successful management in North America. </li></ul><ul><li>Are less alienated from work environment. </li></ul><ul><li>More satisfied at work. </li></ul><ul><li>Experience less stress. </li></ul><ul><li>More position mobility. </li></ul><ul><li>Like to participate in decision making </li></ul>
    19. 19. EXTERNAL LOCUS OF CONTROL <ul><li>Most commonly found in managers from Eastern cultures. </li></ul><ul><li>Tend to use coercive power more than internal leaders. </li></ul><ul><li>Perform poorly in stressful situations. </li></ul><ul><li>Prefer to have a simple structure set for them </li></ul><ul><li>Prefer managers who provide direction </li></ul>
    20. 20. COMMUNICATION PROBLEMS <ul><li>“ Most individuals don’t seem to feel a strong need to improve their own skill level” </li></ul><ul><li>Focus on Accuracy </li></ul><ul><li>The ability to transmit clear and precise messages. </li></ul>
    21. 21. RELATIONSHIPS BETWEEN UNSKILLFUL COMMUNICATOR AND SUBORDINATE 4 - Abrasive, insensitive unskillful message delivery Distant, distrustful uncaring interpersonal relationships Restricted, inaccurate information and defective communication flow
    22. 22. COACHING AND COUNSELING 4 - <ul><li>COACHING </li></ul><ul><li>Focuses on Abilities </li></ul><ul><li>Giving advice, direction or information to improve performance. </li></ul><ul><li>COUNSELING </li></ul><ul><li>Focuses on Attitudes </li></ul><ul><li>Helping someone understand and resolve a problem him/herself by displaying understanding </li></ul>
    23. 23. WHEN TO COACH: 4 - <ul><li>WHEN TO COUNSEL </li></ul><ul><li>Personality clashes </li></ul><ul><li>Defensiveness </li></ul><ul><li>Other factors tied to emotions </li></ul><ul><li>“ I can help you recognize that a problem exists.” </li></ul><ul><li>WHEN TO COACH: </li></ul><ul><li>Lack of ability </li></ul><ul><li>Insufficient information </li></ul><ul><li>Incompetence </li></ul><ul><li>Subordinate must understand the problem </li></ul>
    24. 24. COMMUNICATION STYLES RESPONDING TO OTHERS <ul><li>FOUR TYPES OF RESPONSES </li></ul><ul><ul><li>Advising </li></ul></ul><ul><ul><li>Deflecting </li></ul></ul><ul><ul><li>Probing </li></ul></ul><ul><ul><li>Reflecting </li></ul></ul>4 -
    25. 25. APPRAISALS <ul><li>4 F’s- Fair, Feedback, Fulsome, Frequent </li></ul><ul><li>Don’t bog down in the past </li></ul><ul><li>Praise generously as well </li></ul><ul><li>Never let temper become involved </li></ul><ul><li>Be ready to debate </li></ul><ul><li>Allow an agreement </li></ul><ul><li>Motivation=enthusiasm=energy! </li></ul>Write people’s accomplishment in stone and thier faults in sand Benjamin Franklin
    26. 26. “ Know Thyself” Carved on the Oracle at Delphi “ He that would govern others must first master himself” Messinger
    27. 27. SCHUTZ MODEL – 1992 <ul><li>FIRO-B. Fundamental interpersonal Orientation Behavior. </li></ul><ul><li>Human beings must express and expect reciprocal feelings. </li></ul><ul><li>Human beings usually include, control and express affection. </li></ul><ul><li>Basis of compatibility between Bosses and Sub-ordinates. </li></ul>
    28. 28. Inclusion Control Affection Expressed Behavior Towards Others Wanted Behavior From Other 18 . TOTAL e 10 . TOTAL W TOTAL SOCIAL INTERACTION INDEX MR. EXTROVERT 3 2 5 4 6 8 7 8 13 28
    29. 29. Inclusion Control Affection Expressed Behavior Towards Others Wanted Behavior From Other 07 . TOTAL e 08 . TOTAL W TOTAL SOCIAL INTERACTION INDEX MR. INTROVERT 4 3 1 3 2 2 7 5 3 15
    30. 30. CASE STUDY HARVARD BUSINESS REVIEW
    31. 31. CASE STUDY- WHAT A STAR-WHAT A JERK <ul><li>Jane Epstein has just assumed manager ship at TechniCo. </li></ul><ul><li>Trying to evaluate personalities of her team. </li></ul><ul><li>Andy Zimmerman’s mean streak has her worried. </li></ul><ul><li>This case explores the dynamics when a star performer displays a highly abrasive personality. </li></ul><ul><li>Exchange of emails with another colleague in ex- organization. </li></ul>
    32. 32. MARY ROWE. TEACHES NEGOTIATIONS AND CONFLICT MANAGEMENT AT SLOAN SCHOOL OF MANAGEMENT AT MIT <ul><li>Jane should prepare for this challenge by collecting lot of information but safeguard other people’s privacy. </li></ul><ul><li>Analyze the power balance and suggest a amicable solution </li></ul><ul><li>Andy may be shown that his mean behavior doesn’t improve the performance of team mates </li></ul><ul><li>Suggest a course and if a positive turnaround takes place, reward Andy. </li></ul><ul><li>Keep a careful record of meetings to use in case Andy needs to be fired </li></ul>
    33. 33. CHUCK MCKENZIE. SENIOR VICE PRESIDENT AT OPPENMEIMER FUNDS. BASED IN NEW YORK <ul><li>Jane’s facing a clasic situation, the rainmaker who drives everyone crazy. </li></ul><ul><li>Change org structure, alienate him from the rest of the group. Give him sales planning </li></ul><ul><li>Redefine roles of every one. No ambiguity and o total control. </li></ul><ul><li>Try and change the culture, Average performers need to be disciplined. </li></ul><ul><li>Managers need to carve out places for unpleasant, highly productive people- places that keep them from poisoning every one else </li></ul>
    34. 34. JAMES WALDROOP. PSYCHOLOGIST, PRINCIPAL AT PEREGRINE PARTNERS THAT SPECIALIZES IN EXECUTIVE DEVELOPMENT AND EMPLOYEE RETENTION <ul><li>Don’t hire people who disrupt the whole org. </li></ul><ul><li>Andy is concentrating on “now” he is not looking long term. </li></ul><ul><li>Jane should stop accommodating and tell him his limits </li></ul><ul><li>Counsel him to change attitude. Peers would not help him </li></ul><ul><li>Warn him of consequences and let him know that company environment has to remain congenial. </li></ul>
    35. 35. COURTEOUS SERVICE
    36. 36. STEPHEN COVEY <ul><li>Emotional Bank Accounts </li></ul><ul><li>A metaphor which compares investments in relationships to deposits and withdrawals in bank accounts. </li></ul><ul><li>The more people interact, the more deposits are made. </li></ul>
    37. 37. BUILDING A CUSTOMER READY ORGANIZATION <ul><li>VIVA </li></ul><ul><li>SWOT </li></ul><ul><li>R&P </li></ul><ul><li>CRM </li></ul>
    38. 38. <ul><li>Create a compelling brand experience </li></ul><ul><li>Deliver a seamless experience across channels and touch points </li></ul><ul><li>Care about customers and their outcomes </li></ul><ul><li>Measure what matters to a customers </li></ul><ul><li>Value customers time </li></ul><ul><li>Place customer DNA at the core </li></ul>

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