Leader vs Manager a brief discussion

1. Types of Managers / Leaders
One who knows and willing to share the
knowledge to others.
One who knows but does not want to
acknowledge that he knows.
One who does not know but pretends that
he knows.
One who does not know that he does not
know but believes that he knows.

2. Leadership Training
How do you define
motivation?

3. MASLOW’S HIERARCHY OF NEEDS
BASIC
Concern with comfort, food, shelter and basic
survival. The nature of the work itself is unimportant.
MOTIVATOR
FACTORS
MAINTENANCE
FACTORS

4. MASLOW’S HIERARCHY OF NEEDS
SAFETY
Concern with security & predictability. Need for assurance
that the job is secure and not subject to change.
BASIC
Concern with comfort, food, shelter and basic
survival. The nature of the work itself is unimportant.
MOTIVATOR
FACTORS
MAINTENANCE
FACTORS

5. Business Rewards
Basic and Safety Status
– Basic Income
– Pay raises
– Better benefit package
– Tenure
– Seniority status
– More time off
– More comfortable workplace

6. MASLOW’S HIERARCHY OF NEEDS
BELONGING
Concern with social relationships and being
accepted & appreciated. Needs harmonious workgroup.
SAFETY
Concern with security & predictability. Need for assurance
that the job is secure and not subject to change.
BASIC
Concern with comfort, food, shelter and basic
survival. The nature of the work itself is unimportant.
.
MOTIVATOR
FACTORS
MAINTENANCE
FACTORS

7. Business Rewards
Belonging Status
– Ability to work with desirable team
– Value expressed by supervisor and others
– Collaboration at work
– Cooperative work team

8. MASLOW’S HIERARCHY OF NEEDS
EGO-STATUS
Concern with achieving
Status and recognition.
BELONGING
Concern with social relationships and being
accepted & appreciated. Needs harmonious workgroup.
SAFETY
Concern with security & predictability. Need for assurance
that the job is secure and not subject to change.
BASIC
Concern with comfort, food, shelter and basic
survival. The nature of the work itself is unimportant.
MOTIVATOR
FACTORS
MAINTENANCE
FACTORS

9. Business Rewards
Ego Status
– Recognition for accomplishments
– More prestigious workplace
– Better equipment
– Title
– Promotion
– Opportunity to represent the boss
– Letters of accommodation
– Being in-charge of a committee or group

10. MASLOW’S HIERARCHY OF NEEDS
SELF-
ACTUAL-
IZATION
EGO-STATUS
Concern with achieving
Status and recognition.
BELONGING
Concern with social relationships and being
accepted & appreciated. Needs harmonious workgroup.
SAFETY
Concern with security & predictability. Need for assurance
that the job is secure and not subject to change.
BASIC
Concern with comfort, food, shelter and basic
survival. The nature of the work itself is unimportant.
MOTIVATOR
FACTORS
MAINTENANCE
FACTORS

11. Business Rewards
Self Actualization Status
– Participation in decisions
– More freedom at work
– Continuing education
– Developing new skills
– Enlarging job responsibilities
– Stretching assignments
– Work autonomy

12. MASLOW’S HIERARCHY OF NEEDS
SELF-
ACTUAL-
IZATION
EGO-STATUS
Concern with achieving
Status and recognition.
BELONGING
Concern with social relationships and being
accepted & appreciated. Needs harmonious workgroup.
SAFETY
Concern with security & predictability. Need for assurance
that the job is secure and not subject to change.
BASIC
Concern with comfort, food, shelter and basic
survival. The nature of the work itself is unimportant.
MOTIVATOR
FACTORS
MAINTENANCE
FACTORS

13. MASLOW’S HIERARCHY OF NEEDS
PRINCIPLES: (Are these principles true)?
A satisfied need is not a motivator.
No sense appealing to higher level of
need if those at a
lower level are not satisfied.
Once a need at one level is satisfied,
person will work
to satisfy next higher need.

14. What is a leader
A leader is a person who
understands human behavior
and can influence change in the
behavior

15. LEADERSHIP
Leaders must be able to read the need before they can
effectively lead.
Leaders must be able to bring out the best in the individual.
Believe in them
Encourage them
Share with them
Trust them

16. Difference Between Managers and
Leaders
Leaders are followed.
– People follow the leader through their own
choice. They may have no organizational skill
but his vision unites people behind him.
Managers are obeyed.
– May have obtained the position of authority
through time and loyalty given to the
company, not as a result of his leadership
qualities.

17. Difference Between Managers and
Leaders
Managers – They do things right and to achieve this,
managers must undertake different functions:
– Organizing
– Planning
– Staffing
– Directing
– Controlling
They do things by the book and follow company policy.

18. Difference Between Managers and
Leaders
Leaders – They do the right things.
Leaders question assumptions and are suspicious
of tradition.
They seek out the truth and make decisions based on
facts, not prejudices.
They have a preference for innovations. They follow their
own intuition, which may in turn be of more benefit to the
company.
Leaders let vision, strategies, goals, and values be
the guidepost for action and behavior rather than
attempting to control others

19. Difference Between Managers and
Leaders
Leaders – victorious over self
– Remains open and teachable.
– Removes obstacles carried over from the
past.
– Realizes what is needed to give and gave it.
– Recognizes the key to victory.
– Retains personal commitment to succeed.
– Puts the right man at the right place

20. Difference Between Leaders and
Managers
Groups are more loyal to a leader than
manager.. Why?
– Leaders take the blame when things go wrong.
– Celebrating group achievements even minor ones.
– Giving credit where it is due.
– They know their team and develop mutual
confidence within it.
– Develop relationship first before assuming
leadership position.
– Leaders read the need before they lead

21. Difference…..
Relationship and leadership, can it be two
separate entities?
– Lead through relationship
Avoid hypocrisy
Be loyal to colleagues
Give preference to others
Be hospitable
Identify with others
Be open minded toward others
Treat everyone with respect
Do everything possible to keep peace

22. Difference Between Leaders and
Managers
Managing and Leading are two different
ways of organizing people, the managers
uses a formal, rational method while
leaders uses passion and stirs emotion.

23. Difference between a manager and
a leader
Crucial elements in leadership:
Character – enables to do what is right even when it
seems difficult.
Perspective – Enables to understand what must
happen to reach a goal.
Courage – enables to initiate and take risks to
achieve worthy goals.
Favor – attract and empower others to join the cause

24. Difference between a manager and
a leader
A leaders courage:
1. Courage begins with an inward battle – courage is not
an absence of fear. It’s doing what you are afraid to
do.
2. Courage is making things right, not just smoothing
them over.
3. Courage from a leader inspires commitment from
followers.
4. Your life expands in proportion to your courage – the
desire for safety stands against every great and
noble enterprise but courage opens doors.

25. Difference Between Leaders and
Managers
Leadership and Management are two
different concepts, which do you think is
the better concept in terms of handling a
team or a company? What is more
important, to be a good leader or a good
manager? Can both concepts be
admired separately?

26. Lets Give More Focus on
Leadership in this Discussion

27. Leadership Behavior
A good leader chooses a leadership
behavior depending upon the task and
the people involved.
The leader determines what he wants to
accomplish, and then identify the
appropriate amount of task and
relationship influence to use to
accomplish the goal.

28. A leader can be
– Task oriented
– Structuring
– Dominant
– Instructive
– Relationship Oriented
– Supportive
– Participative
– Encouraging

29. Situational Leadership is based on
interrelationship between:
The leader’s task behavior such as giving
directions, providing structure, and
informing the group
The leader’s relationship behavior such
as recognizing individuals, supporting he
group, and providing encouragement.
The follower’s maturity level for a
specific task

30. How can a leader be effective
Effective leadership is attained if the
amount of structure and support is
provided and taken into consideration the
maturity level of an individual or a
group

31. There is no one style of leadership
which is considered “best”. On the
contrary, “effective” leadership
behavior is that which is
appropriate for a specific
situation.
PEOPLE – The key element in a
leadership situation.

32. Leadership styles
Structuring – the leader provides a high
level of task related behaviors ( structure)
and low level of relationships behavior
(support )
Does do Doesn't do
sets goals ask opinion
Instructs sell methods
directs gives recognition w/o result
tells how allow independent judgment

33. Leadership styles
COACHING STYLE – Leader provides high level of task
related behaviors (structure), and high level
of relationship behavior (support).
Does do Doesn't do
– Sets goals and methods -allows full participation in
decision making
– Ask for opinions and ideas -allows independence in
decision making.
– Encourages -just direct w/o discussion
– Rewards performance

34. Leadership Styles
Encouraging Styles – leader provides low level of task
related behavior (structure ) and high
level of relationship behaviors
(support)
Does do doesn't do
rewards individuals instructs
supports directs
encourages structures

35. Leadership Styles
Delegating styles – leader provides low level of task –
related behaviors (structures), and
low level of relationship behaviors
(support).
Does Do Doesn’t Do
-gives broad objectives monitors closely
-establishes few check points gives feedback frequently
-available if needed knows all the specifics
-serves as a consultant if
necessary

36. The four styles
Each of the four leadership styles can be
effective when used at the right time and
conditions; the conditions that determines
styles effectiveness are:
1. Willingness and ability of people to do
what you want.
2. Their performance level.

37. Structuring Style
The leader decides how a task can best
be accomplished, and then tells the
person what is expected and how to
achieve it.
Structuring behaviors do not have to be
cold, unfriendly or demanding. It should
communicate a sincere wish to help the
other person succeed.

38. When is this style appropriate
STRUCTURING
Most appropriate when
leading a person with:
- Little experience
- Who is not motivated or
willing
- Performing below
standard
Least appropriate when
leading a person who:
- Is skilled and experienced
- Motivated and confident
- Performing at or above
standard

39. Coaching Style
Requires energy and commitment that is
focused on the individuals development
as it is on accomplishing the task.
It is called for when the person expresses
and demonstrates a desire to be involved,
but cannot be counted on, or expected to
accomplish the activity independently.

40. When is this style appropriate
COACHING STYLES
Most appropriate when
leading a person with…
- some experience
- who wants to share
responsibilities and work
closely with you.
- in need of skill and
motivated to acquire it.
Least appropriate when
leading a person…
- who is skilled and
experienced
- who doesn’t want or
need your hands-on
involvement.
- who has very little skill,
confidence, experience
and motivation

41. Encouraging Style
The primary concern of the leader using
the Encouraging style is to ensure that
the person is growing in confidence
and ability to perform a specific task or
activity with excellence.
When appropriate, the leader consults
with them on issues relevant to their
expertise.

42. When is this style appropriate
ENCOURAGING STYLE
Most appropriate when leading
a person…
- who is skilled and experienced
-who is motivated and takes
responsibility, but whose
experience or confidence is
insufficient to leave him/her to
work totally alone
- who is performing at or above
standard.
Least appropriate when
leading a person…
- who lacks significant
knowledge or experience to
perform alone
- who doesn’t show initiative,
or motivation for a task;
doesn’t take responsibility for a
specific activity
- who is not performing up to
standard or expectations

43. Delegating style
The leader assigns tasks or makes a request
and allows individuals to work on their own.
Occasional monitoring helps the leader stay
informed and ensures that the person has the
necessary resources.
This style is the least interactive of the
leadership styles, conveying the attitude that
“this person can get the job done without my
active direction or follow up”

44. When is this style appropriate
DELEGATING STYLE
Most appropriate
when leading a
person…
- With a knowledge and skill
to fulfill a request in an
outstanding fashion
- Who is highly confident and
motivated
- Who takes pride in
excelling and is performing
well above standard
Least appropriate when
leading a person…
– Who is new, inexperienced,
or unskilled in a particular
task
– Who does not feel
comfortable or confident in
doing the task
– Who is not performing the
assignment above
standard

45. To determine appropriate style
–
DETERMINE THE MATURITY LEVEL
TASK MATURITY is the ability to do a task
based on past experience, education and
skill.
PSYCHOLOGICAL MATURITY is the
willingness to do the task based on the
individual’s commitment to the specific
task and acceptance of responsibility.

46. Guide in determining MATURITY
LEVEL
LOW MATURITY
– Wait for directions from
supervisors
– Performs below standard
– Copes poorly with change
– Inflexible in crisis or
unusual situations
– Seldom able to solve
problems with direct
intervention
HIGH MATURITY
– Takes responsibility and
initiates without close
supervision
– Performs above standard;
“stretches”
– Copes well with changes
– Flexible in crisis or unusual
situations
– Able to solve problems
without direct intervention

47. Are you a leader or manager?
What distinguishes good leaders from good
managers is that they not only have a good mix of
management skills, but they also have the ability
to win the hearts and mind of the people they
lead so that they have faith that the correct values
are in place even if they are not privy to the
details.
A leader’s talents not only include an
understanding of the skills of the people they
manage, but a talent for empathy and
storytelling.

48. You must excel in analysis to track the
progress of a multitude of people assigned to
multiple tasks and to help determine the best
set of trade-offs when something unexpected
happens.
You must make the right judgment calls
about how much detail to present to your
managers, peers and subordinates to keep them
appraised of your organization’s progress and
to ask them for input when some cross-
functional cooperation is required.

49. You cannot be afraid of conflict.
You must be able to say hard things directly
but fairly, whether it’s to an employee
regarding his performance or behavior, a peer
regarding some problem in delivering on
commitments, or even your boss, if you think
he or she has made a bad judgment call.

50. You must be able to encourage people to
grow in their interpersonal and professional
skills.
You must understand how to honestly and
accurately present the company’s decisions and
priorities in a way that addresses the concerns
of the people who report to you, while inspiring
their loyalty and commitment.

51. What people fear or want
most in a leader:
Having a strong leader can be comforting. If we
are under the guidance and protection of
someone powerful whom we also respect, it can
significantly reduce the amount of anxiety we
feel about the aspects of our life that we cannot
directly control. And yet the very things we look
for in a leader – power, authority, responsibility
and courage – also make us somewhat afraid
of that person.

52. Power
People obey a leader they fear but follow a
leader they trust and respect. The big difference
is how the leader values power and how he
obtained it. Leaders may value power but only to
the extent that it helps them achieve their goals.
Because leaders do not value power for its own
sake, they are often willing to take risks and
oppose those higher in the hierarchy to advance
their case. As a result, they gain power in the eyes
of the people they represent through these
successful encounters with the power structure.

53. Authority is the assumption of power.
- the assumption that you have the right to the
power you have obtained and that it is acceptable
for you to act on it. When a leader assumes the
mantle of authority, he or she takes on not just
responsibility, but the right to determine and
judge as well. Part of what we want and expect in a
leader is someone who will make and articulate
hard judgment calls so that we can see justice done
without personally having to articulate them.
However, we always run the risk that one of
those judgment calls will be directed at us,
which creates a sense of anxiety.

54. Responsibility.
Most of us enumerate our responsibilities in
terms of what we should personally do. While we
expect our leaders to be responsible for the welfare
of the people they lead, they are not personally
responsible for performing the required tasks.
Instead, leaders are responsible for assuming the
authority to decide what should constitute the
group’s priorities and to ensure that each
individual in the group performs his or her
assigned tasks adequately.

55. Courage.
Probably the most important attribute we want
from a leader is the courage to act for the group’s
benefit with minimum regard for his own well-
being and self-interest. Taken to extremes, this
courage can lead to martyrdom. While we know
courage is critical to a leader’s ability to succeed, we
are often uncomfortable with it – both because we
worry about summoning our own courage to
follow and because we fear we may be victim of
some collateral damage should the leader fail.

56. Most of us would rather be appointed to a position
of power than actively seek the position, usually
because we are afraid to acknowledge our
virtues. On one hand, this tendency can be seen as
modesty but, on another, it is a form of
cowardice.

57. Having the courage to acknowledge your talents
and power can help you rise to the role of leader,
but it is typically not the driving force. Frequently,
courage is kindled when your conviction or anger
about some situation becomes so strong that you
are willing to run the risk of failure and of losing
the support of the very people you are depending
on to help you succeed. Ironically, when people
sense this level of resolve, they are most willing to
follow.

58. QUALITIES OF A LEADER
What Makes People Want to
Follow a Leader

59. CHARACTER
Character is more than what you say
you are..
– Your character determines who you are.
– Who you are determines what you see.
– What you see determines what you do.
“ If a leader’s actions and intentions are
continually working against each other,
then look to his character to know why”

60. CHARACTER
Intelligence is a gift but character is a
choice
– We create our character every time we
make choices.
To cop out or dig out of a hard situation,
To bend the truth or stand under the weight of it,
To take the easy money or pay the price.

61. CHARACTER
Character brings lasting success..
Followers will never trust leaders
whose character they know is
flawed, they will not continue
following them.

62. CHARACTER
Leaders cannot rise above the
limitations of their character.
The “success syndrome”, says that
people who achieves great heights, but
lack the bedrock character to sustain
them through the stress are headed for
disaster.

63. CHARACTER
How do you improve your character?
– Search for the cracks.
– Look for patterns.
– Face the truth.
– Rebuild

64. CHARISMA
Charismatic leaders are more concerned
about making others feel good about
themselves than you are making them feel
good about you.

65. CHARISMA
What are the personifications of charismatic
leaders..
– They love life.
– Put a “10” on every persons head (the highly
successful people could only see the good in other
people)
– They give hope to people.
– Share yourself

66. CHARISMA
What are the roadblocks to charisma?
Pride
Insecurity
Moodiness
Perfectionism
Cynicism

67. CHARISMA
To improve CHARISMA.
Change your focus to others than
yourself.
Do the first impression game.
Share yourself.

68. COMMITMENT
Commitment can be displayed in a full
range of matters to include the work hours
you want to maintain, how you work to
improve your abilities, or what you do for
your fellow workers at personal sacrifice.

69. COMMITMENT
As far as commitment is concerned, there are only four
types of people;
1. Cop-outs – no goals and do not commit.
2. Holdouts – people who don’t know if they can
reach their goals, so they are afraid to commit.
3. Dropouts – People who start toward a goal but quit
when the going gets rough.
4. All-outs - People who set goals, commit to them
and pay the price to reach them.

70. COMMITMENT
Meaning of commitment to each person;
Sales rep – selling more after the quota has been achieved.
Boxer – getting off the mat one more time when knocked down.
Marathoner- running another 10 miles when the strength is gone.
Soldier – going over the hill, not knowing what’s waiting on the other
side.
Missionary – saying goodbye to comfort to make life better for others.
Leaders – all that and more because everyone you lead is depending
on you.

71. COMMUNICATIONS
Educators take something simple and
make it complicated, while communicators
take something complicated and make it
simple..

72. COMMUNICATIONS
Four simple ways to being an effective
communicators;
1 Simplify the message.
2 See the person.
3 Show the truth (live what you say).
4 Seek response

73. COMPETENCE
It is the leaders ability to say it, plan it, and
do it in such a way that others know that
you know how, and you know that they
want to follow you..

74. COMPETENCE
Competent people are;
1. Those who can see what needs to
happen.
2. Those who can make it happen.
3. Those who can make things happen
when it really counts.

75. Courage
Courage is rightly esteemed as the first of
human qualities… because it is the quality
that guarantees all others..
Winston Churchill

76. Courage
Truths about courage;
1, All significant battles are waged within self.
“Courage is not the absence of fear but it
is doing what you are afraid to do”
2 Courage is making things right, not just
smoothing it over.
3. Courage in a leader inspires commitment from
followers,
4. Your life expands in proportion to your courage

77. DISCERNMENT
Smart leaders believe only half of what
they hear but discerning leaders know
which half to believe..
John Maxwell

78. FOCUS
If you chase two rabbits, both will escape.
Unknown

79. GENEROSITY
“I have made millions but they have
brought me no happiness”
John D. Rockefeller
Effective leaders, the kind people want to
follow, don’t gather things just for
themselves; they do it in order to give to
others

80. GENEROSITY
How to cultivate generosity in your life;
1. Be grateful for whatever you have ( if you are
not content with little, you won’t be content with
a lot. The real poor are those whose desires
and want never ceases)
2. Do not allow the desire for possessions to
control you.
3. Regard money as a resource.
4. Develop the habit of giving.

81. HUMILITY
Good leaders are humble, they are not
affected by their success or position. They
treat every individual with respect and
honor them.

82. INITIATIVE
Success is connected with action.
Successful people keep moving, they
make mistakes, but they don’t quit

83. INITIATIVE
What are the qualities leaders possess
that enable them to make things happen;
1. They know what they want.
2. They push themselves to act.
3. They make more mistakes than others
who do not try.
4. They take more risks than others.

84. LISTENING
A good leader encourages followers to tell
him what he needs to know, not what he
wants to hear.
John Maxwell
Listen not only to the voices but also to the
emotion of the one saying it.

85. Positive ATTITUDE
The greatest discovery of my generation is
that human beings can alter their lives by
altering their attitude of mind.
William Jones - psychologist
It not only determines your level of
contentment as a person, but it has also
an impact on how others interact with you

86. Positive ATTITUDE
1. Your attitude is a choice
2.Your attitude determines your actions
3. Your people are mirror of your attitude.
4. Maintaining a good attitude is easier
than regaining one.

87. Problem Solving
You can measure a leader by the
problems he tackles. He always looks for
ones his own size.
John Maxwell

88. Problem Solving
Five Qualities of Leaders With Problem Solving
Ability;
1. They anticipate problems.
2. They accept the truth.
3. They see the big picture.
4. They handle one thing at a time.
5. They don’t give up a major goal when they
are down.

89. Problem Solving
1. Knowing if there is really a problem
2. What is problem (is it real or imaginary)
3. Finding the solution to the problem
4. Implementing best solution to the problem
5. Following thru if problem has been solved and
avoid occurrence of similar problem.

90. Problem Solving
Develop a method. (TEACH Process)
TIME – Spend time to discover real issue..
EXPOSURE – Find out what others have done.
ASSISTANCE – Have your team study all
angles..
CREATIVITY – Brainstorm multiple solutions.
HIT it – Implement the best solution.

91. Relationships
People don’t care how much you know,
until they know how much you care.
John Maxwell

92. Relationships
Have a leaders head – Understand
People.
People like to feel special, sincerely compliment them.
They want a better tomorrow, so show them hope.
They desire direction, so navigate for them.
They are selfish, so speak to their needs first.
They get low emotionally, so encourage them.
They want success, so help them win.

93. Relationships
Have a leaders heart – Love
people.
Extend a leaders hand – Help
people.

94. Responsibility
A leader can give up
anything, except final
responsibility.

95. Responsibility
Characteristics of people who embrace
responsibility.
1. They get the job done.
2. They are willing to go extra mile.
3. They are driven by excellence.
4. They produce regardless of the situation.

96. Security
No man will make a great leader who
wants to do it all himself or get all the
credit for doing it.
Andrew Carnegie

97. Security
Common traits of insecure people;
1. They don’t provide security for others (you
cannot give what you do not have)
2. They take more from people than they give (
insecure people are on continual quest for
validation)
3. They continually limit their best people.
4. They continually limit the organization.

98. Self Discipline
The first person you lead is you because
the first and the best victory is to conquer
self.
Plato

99. Self Discipline
If you want to be a leader for whom self
discipline is an asset;
1. Develop and follow your priorities.
(to do important task, two things are
necessary: a plan and not quite enough time)
2. Make a disciplined lifestyle your goal.
3. Challenge your excuses.
4. Remove rewards until the job is done.
5 Stay focused on results.

100. Teachability
Value your listening and reading time at
roughly 10 times your talking time.
Gerald McGinnis

101. Vision
The future belongs to those who see possibilities
before they become obvious.
John Sculley
Vision is everything for a leader, it is
indispensable because vision leads the leader, It
paints the target. It sparks and fuels the fire
within, and draws him forward. It is also the fire
lighter for others who follow that leader

102. END
Ask yourselves, how many of these
qualities do you possess?
Develop it if you think you don’t have it.
Ask for help if necessary.

103. End Leadership Training
Module
Start Problem Solving Module

104. PROBLEM SOLVING
Format for Problem Solving
Interview

105. Problem Solving
Structuring Phase
Step 1: Structure the interview
(name), I’d like to talk to you about (problem or
situation)
Let me first give you my observations and
concerns.
Then I would like your input since you may have
additional information and insights.
After that, we can discuss ways to best solve the
problem.

106. Problem Solving
Problem Exploration Phase
Step 2: Initiate—Describe the problem
Be specific and concrete.
Use descriptive and not evaluative
language.
Focus on the troublesome behavior,
not the person.

107. Problem Solving
Step 3: Initiate – Express your reaction to
the problem.
Focus on your own reactions, views or
perceptions.
Use “I” messages (genuine and real)
Avoid roadblocks (judging, sending
solutions)

108. Problem Solving
Step 4: Facilitate – Ask for employee’s
recommendation for resolution.
– Ask open ended questions
– Paraphrase to check for understanding
– Reflect or restate employees reaction or
feelings
– Get agreement if there is a problem.

109. Problem Solving
PROBLEM SOLUTION PHASE
Step 5: Facilitate – Ask for employees
recommendations for resolutions.
– Encourage brainstorming
– Encourage employee to come up with ideas
rather than saying “I don’t know”
– Test the consequences of the solution with
the employee.

110. Problem Solving
Step 6: Switch Gears – Present your
alternatives if employee’s solutions
are not acceptable.
– Use “I” messages
– Encourage employee’s reactions to your idea,
using reflection or restatement of feelings.
– Have the employee test the consequences
of your suggestion.

111. Problem Solving
Step 7: Initiate – Specify alternatives
and develop final action plan.
– Identify steps that will lead to final resolution.
– Test employees commitment to action
steps.

112. Problem Solving
Step 8: Initiate – Establish consequences
and follow up review dates and provide
documentation.
– Establish what follow up ( control ) will occur and
when.
– Be certain you plan for review ( control ) at agreed
time.
– Discuss positive and negative consequences for
meeting objectives specified in the action plan.
Provide appropriate documentation.
– End the interview on a positive note.

113. What to Do When Collaborative
Problem Solving Doesn’t Work
What are the common Traps
1. Not handling the emotions first.
2. Not defining the problem properly.
3. Using he technique to solve values issues.
4. Evaluating during brainstorming.
5. Neglecting underlying problems.
6. Not working out the details.
7. Not following up.

114. What to Do….
Go back to step 1 and redefine the
problem. Smoke out hidden agenda.
Focus again on the respective needs of
the parties so as to get away from
competing solutions.
Return to step 2 and generate alternative
solutions.
If mutually aggreable “sleep on it”.
Resume problem solving later.

115. What to Do….
Determine if more study is needed, more
data, additional facts.
Consider calling in a third party to act as
a consultant.
Make a direct appeal to the other person,
for example,” Can you help us
understand why we are having trouble
finding an acceptable solution? what’s
getting in our way?”

116. What to Do….
If there are good reasons why a solution
must be reached now or soon, let the
other person know about the time
pressures and the consequences of
failing to meet them.
Try out one of the solutions for a limited
period on a trial basis.
Recycle the process.