This document provides a training plan for building leadership skills in having tough conversations. It outlines objectives to improve performance and addresses conflict in a positive manner. Key tips include preparing yourself by understanding your own fears, actively listening to others, asking open-ended questions to build understanding, and finding opportunities for agreement to resolve issues. Practicing these skills can help make difficult discussions more constructive.
This training plan discusses holding difficult conversations with employees. It provides 3-sentence summaries of topics to address tough conversations, including overcoming fears, keeping conflict productive, and putting issues in perspective. Sample questions are given to measure learning. The target audience is supervisors to build leadership skills around challenging talks. Success will be improving employee incentive payouts and reducing workload conflicts.
This document discusses negotiation and provides guidance on how to negotiate successfully. It defines negotiation and outlines its benefits. It then discusses the common stages in the negotiation process, different types of negotiation, key points for success, and the importance of effective communication. The document provides tips on preparing for negotiation, focusing on interests rather than positions, generating options, and aiming for results based on objective standards. It also discusses how to maintain relationships, avoid misunderstandings, and control emotions during negotiation.
Managing conflicts within a team of writers can be challenging due to factors such as competing egos and subjective evaluations of writing quality. The document outlines a three-step approach for managers: 1) Analyze the reasons for conflict by understanding perspectives of those involved; 2) Determine a conflict management strategy such as accommodation, competition, or collaboration; 3) Negotiate with the parties, including setting ground rules, discussing interests, and monitoring ongoing implementation of agreements. While conflicts may still occur, this approach can help managers retain their team and earn respect through an integrated process of conflict management.
This document defines conflict and negotiation. It states that conflict is a process that begins when one party perceives a negative effect from another party. There are three types of conflict - task, relationship, and process - with low levels of task and process conflict being functional. Negotiation is defined as a way to resolve disputes through communication to jointly settle conflicts and achieve a win-win outcome. The document contrasts distributive bargaining which focuses on positions with integrative bargaining which expands opportunities through a focus on interests. It outlines a five stage negotiation process and some common barriers to negotiation like die-hard bargains and lack of trust.
The document discusses different types of bargaining strategies - integrative and distributive - as well as the role of third parties in negotiations. Integrative bargaining takes a problem-solving approach to find mutually beneficial outcomes for both sides. Distributive bargaining treats negotiations as a fixed competition with one side's gains coming at the other's loss. The document also outlines four common types of third parties that can assist in negotiations: mediators, arbitrators, conciliators, and consultants.
Herb Cohen is another favorite author and renowned negotiator. The best thing I learned from the book is - we got to be good, else focus shifts from problem to manners :-)
The document discusses conflict and negotiation in organizational settings. It defines conflict and describes different views of conflict, such as the traditional view that conflict is harmful and should be avoided versus the view that conflict can be positive and necessary for group performance. The document also outlines the stages of conflict, from potential opposition to outcomes, and describes different conflict management techniques organizations can use, such as problem solving, compromise, and avoiding. It then discusses the negotiation process and strategies like integrative versus distributive bargaining.
This training plan discusses holding difficult conversations with employees. It provides 3-sentence summaries of topics to address tough conversations, including overcoming fears, keeping conflict productive, and putting issues in perspective. Sample questions are given to measure learning. The target audience is supervisors to build leadership skills around challenging talks. Success will be improving employee incentive payouts and reducing workload conflicts.
This document discusses negotiation and provides guidance on how to negotiate successfully. It defines negotiation and outlines its benefits. It then discusses the common stages in the negotiation process, different types of negotiation, key points for success, and the importance of effective communication. The document provides tips on preparing for negotiation, focusing on interests rather than positions, generating options, and aiming for results based on objective standards. It also discusses how to maintain relationships, avoid misunderstandings, and control emotions during negotiation.
Managing conflicts within a team of writers can be challenging due to factors such as competing egos and subjective evaluations of writing quality. The document outlines a three-step approach for managers: 1) Analyze the reasons for conflict by understanding perspectives of those involved; 2) Determine a conflict management strategy such as accommodation, competition, or collaboration; 3) Negotiate with the parties, including setting ground rules, discussing interests, and monitoring ongoing implementation of agreements. While conflicts may still occur, this approach can help managers retain their team and earn respect through an integrated process of conflict management.
This document defines conflict and negotiation. It states that conflict is a process that begins when one party perceives a negative effect from another party. There are three types of conflict - task, relationship, and process - with low levels of task and process conflict being functional. Negotiation is defined as a way to resolve disputes through communication to jointly settle conflicts and achieve a win-win outcome. The document contrasts distributive bargaining which focuses on positions with integrative bargaining which expands opportunities through a focus on interests. It outlines a five stage negotiation process and some common barriers to negotiation like die-hard bargains and lack of trust.
The document discusses different types of bargaining strategies - integrative and distributive - as well as the role of third parties in negotiations. Integrative bargaining takes a problem-solving approach to find mutually beneficial outcomes for both sides. Distributive bargaining treats negotiations as a fixed competition with one side's gains coming at the other's loss. The document also outlines four common types of third parties that can assist in negotiations: mediators, arbitrators, conciliators, and consultants.
Herb Cohen is another favorite author and renowned negotiator. The best thing I learned from the book is - we got to be good, else focus shifts from problem to manners :-)
The document discusses conflict and negotiation in organizational settings. It defines conflict and describes different views of conflict, such as the traditional view that conflict is harmful and should be avoided versus the view that conflict can be positive and necessary for group performance. The document also outlines the stages of conflict, from potential opposition to outcomes, and describes different conflict management techniques organizations can use, such as problem solving, compromise, and avoiding. It then discusses the negotiation process and strategies like integrative versus distributive bargaining.
The document discusses various topics related to conflict resolution skills training, including understanding different levels of conflict, traditional ways of handling conflict, persuasion, negotiation skills, and managing emotions. It provides definitions of conflict and describes approaches like win-win conflict resolution. The document also includes contact information for training solutions on conflict resolution skills.
Conflict Management Skills for Principals and Vice-PrincipalsTom D'Amico
Conflict management skills for Principals and Vice-Principals. This presentation looks at mediation and conflict management skills for Principals and Vice-Principals. Adult conflict in a school environment can be viewed as an opportunity for positive school improvement.
The document discusses conflict and conflict management. It defines conflict as a disagreement between interdependent people that involves opposing views or goals. Conflict management is defined as acquiring skills to decrease non-productive escalation of conflicts, including conflict resolution, self-awareness of conflict modes, communication skills, and establishing structures for managing conflict. The document outlines objectives like explaining functional vs dysfunctional conflict, levels and types of conflict, conflict management models and styles, and tips for resolving workplace conflicts. It provides details on topics like causes of conflict, symptoms, stages of unproductive conflict patterns, and defining functional and dysfunctional conflict.
This document discusses types and sources of conflict, styles of intervention for handling conflict, and strategies for effectively managing conflict. It identifies the main types of conflict as interpersonal, intrapersonal, intragroup, and intergroup. The key sources of conflict are listed as economic resources, values, power, interpersonal relationships, communication failures, and change. Five styles of intervention are outlined: collaboration, compromise, competition, accommodation, and avoidance. Effective conflict resolution strategies include collecting facts, setting an agenda, identifying issues, building trust, asking diagnostic questions, reframing perspectives, brainstorming solutions, and getting to agreement.
This document provides guidance on communication essentials at work. It covers topics like verbal communication, assertive communication, and email etiquette. For verbal communication, it emphasizes the importance of listening skills like empathetic listening. It also discusses when communication fails and tips for effective client interaction. For assertive communication, it describes different types of behaviors and techniques for responding assertively without being aggressive. These include using reaction techniques like the broken record method or inviting criticism. Throughout it provides activities and discusses factors that can impact client interactions.
A negotiation strategy refers to the overall approach taken when exchanging proposals to resolve a conflict. The strategy is influenced by one's paradigm or worldview. There are several common negotiation strategies including win-win which seeks mutual benefit through cooperation, win-lose which is competitive and focused on one's own needs, and lose-lose which damages both sides. Effective negotiation strategies aim for win-win solutions by separating people from problems, focusing on interests rather than positions, generating mutually beneficial proposals, and using objective criteria to evaluate options.
The document provides tips and techniques for negotiating strategies, including trial balloons, nibbling, good guy/bad guy tactics, using silence, and leveraging time constraints. It notes that while some tactics are acceptable, others are sleazy, and successful negotiators must be able to differentiate between fair and unfair tactics in order to use good ones to their advantage and deflect questionable ones. The document also provides tips for making business offers, including knowing what you want, setting a goal, doing your job, and getting it done, as well as factors to consider like client, product, price, terms, conditions, and delivery.
The document provides an overview of conflict resolution training for supervisors. It discusses causes of workplace conflict, importance of resolving conflict, methods for resolving conflict such as competing, collaborating, compromising, avoiding and accommodating. It also outlines the six steps in the conflict resolution process, which are to clarify the disagreement, establish a common goal, discuss ways to meet the goal, determine barriers, agree on a resolution, and acknowledge responsibilities in the resolution. The training is intended to help supervisors recognize causes of conflict, facilitate resolution, and manage relationships after conflict is resolved.
This document provides guidance on effective negotiation skills and techniques for collective bargaining. It discusses that negotiations require analytical skills, preparation, and detachment to achieve outcomes close to objectives. The collective bargaining process involves several stages: an opening presentation to define parameters, an initial response from the other party, countering the response while looking for weaknesses, and potentially informal meetings to reach an acceptable agreement to both sides. The final stages include considering compromise, staging agreements, and documenting the final deal in writing to prevent future disputes. Overall, the document outlines the ritual process and strategic approach needed for successful collective negotiations.
This document provides guidance on assertiveness skills for business professionals. It discusses the importance of assertive communication and active listening. Some key aspects of assertiveness covered include being direct, honest and respectful while also respecting others. The document also provides tips for dealing with difficult people, conflict resolution, introductions, public speaking, body language, and giving and receiving feedback. Overall, the document offers advice for communicating effectively and handling interpersonal interactions in a professional business setting.
There are five main types of workplace conflicts: misunderstandings, disrespect between coworkers, ego clashes, impatience, and insecurity over losing control. There are also different styles for managing conflicts, including avoiding, accommodating, competing, compromising, and collaborating. When resolving conflicts, it is important to listen to understand others, identify each person's needs, find a mutually agreeable solution, and end on a positive note.
This document discusses negotiation skills and strategies. It begins by defining negotiation as a dialogue between parties aimed at reaching an understanding or compromise. It describes different negotiation strategies like distributive negotiation, which is a positional or win-lose approach, and integrative negotiation, which is an interest-based or win-win approach. The document then covers negotiation tactics, the role of emotion, different negotiation styles, the effects of teams in negotiation, and barriers to successful negotiation.
Negotiation is about getting an agreement that satisfies both parties by making concessions. Preparation is key - identifying important issues, wants, and limits for each side. The negotiation process involves understanding the other party's perspective through discussion, proposing trade-offs, and bargaining until a final agreement is reached. Flexibility, listening, and focusing on interests rather than positions can help reach a mutually agreeable deal.
This document provides an overview of conflict resolution strategies and their benefits. It discusses what conflict is and provides examples of conflicts in the workplace. Two common resolution strategies are described in depth: avoiding conflict and collaborating. Avoiding aims to postpone conflict by not addressing issues, while collaborating involves all parties working together to find a joint solution. Resolving conflicts benefits work efficiency and relationships by promoting understanding between parties. The document also outlines what to do if a conflict cannot be resolved, such as involving a third party or accepting disagreement.
Conflict resolution is a process where two or more parties find a peaceful solution to a disagreement. The goals of negotiation during conflict resolution are to produce an agreement all parties can agree to, work quickly to find a solution, and improve relationships between conflicting groups. There are seven steps to successfully resolve a conflict through negotiation: 1) understand the conflict, 2) communicate with opposing parties, 3) brainstorm possible resolutions, 4) choose the best resolution, 5) use a third party mediator if needed, 6) explore alternatives to an agreement, and 7) come to a final resolution agreement. Real examples provided include resolving conflicts between India-China, Apple in China, Iran nuclear negotiations, and Microsoft acquiring Nokia.
The document provides guidance on conflict management and resolution. It discusses determining the level and source of conflict, identifying one's conflict style, and resolving interpersonal and group conflicts. Tips are provided for supervisors to reduce workplace conflict by being a good leader, addressing issues promptly, and handling employee grievances and complaints in a fair and supportive manner.
This document outlines a presentation on negotiation skills for salespeople. It begins by defining negotiation and explaining why it is important in sales. It then covers key aspects of the sales process where negotiation occurs, such as with prospects and customers. The document discusses strategies for effective negotiation, including preparing for objections and using communication skills. It provides tips on oral communication, nonverbal communication, and avoiding common negotiation mistakes. Overall, the presentation aims to equip salespeople with the necessary skills to successfully negotiate with prospects and customers.
The document outlines the eight steps of effective negotiations: 1) Prepare, 2) Argue, 3) Signal, 4) Propose, 5) Package, 6) Bargain, 7) Close, and 8) Agree. It emphasizes the importance of preparation, including defining objectives, researching information, determining concessions, strategy, and tasks. During negotiations, parties should look for signals of changing stances, make realistic proposals, and creatively package proposals to address other parties' needs and inhibitions. The goal is to bargain and make trades to reach a mutually agreeable outcome.
This document provides an overview of power negotiation techniques. It discusses understanding one's own negotiating power as well as their opponent's power. Key points include observing an opponent's habits and mannerisms to gain leverage, investigating their background to anticipate their strategies, and maintaining an accurate conception of how one is perceived in order to motivate opponents to align with your objectives. The document also notes the delicate nature of negotiations and importance of emotional intelligence when navigating power dynamics between parties.
This document discusses managing conflict in multidisciplinary teams. It begins by defining different types of conflicts that can occur, such as conflicts of interest, controversies over ideas, and developmental conflicts from changes. It then discusses various conflict strategies like withdrawing, forcing decisions, smoothing over conflicts, compromising, and confronting issues. The document provides guidelines for negotiation, such as separating people from problems, focusing on interests, and creating options. It warns of risks like groupthink when groups seek uniformity over open debate. Overall, the document provides an overview of conflict types and strategies to help manage conflicts constructively in teams.
Interview TwoExplain your approach to maintaining high stand.docxnormanibarber20063
Interview Two
Explain your approach to maintaining high standards and improving poor performance in a team.
I think the key is to hone in one the strengths and weaknesses of the team. See what works for each member and play to those things. As a group, working together may be a hard task, but is an essential key to completion of the main goal of the group. Communication is another major component of improving performance. On both levels, it is important everyone respectfully acknowledges corrective criticism.
How do you deal with difficult customers?
With difficult customers it is important that you listen to understand and not listen to respond. An angry or irate customer does not like too much back and forth conversation without much action. Be apologetic for the circumstances beyond your control do what you can within your level of ability and IF you can go the extra mile, it is important to do so. We have all been on the other side, so it is important to view every situation from the standpoint and ask, what would I have wanted to be done for myself?
Research Question
What is the impact of leadership style on employee's job satisfaction?
Team conflict management/ Team Communication
Resolving Team Conflict
· Prepare for Resolution
· Acknowledge the conflict
· Discuss the impact
· Agree to a cooperative process
· Agree to communicate
Understand the Situation
· Clarify positions
· List facts, assumptions and beliefs underlying each position
· Analyze in smaller groups
· Convene back as a team
· Reach Agreement
Team Communication
· Cohesiveness
· Sharing
· Professional Development
When a team is having conflict you have to acknowledge the issue in order to resolve the problem; by acknowledging the issue you will be able discuss the impact that the conflict is having on the group. Everyone in the group should agree to cooperate with finding a solution to end the conflict in order to get the group’s mission accomplished. In order for the process to work everyone will need to keep the line of communication open, with an open line of communication the team will need to come to an understanding of what the conflict is about. Everyone will not have the same perspective, so everyone should at least respect and acknowledge each of the team members’ opinions. Take everyone’s input and list facts, assumptions and beliefs underlying each position; once this is broken down go into smaller groups and analyze and dissect each position presented. By considering the facts, assumptions, beliefs and decision making that lead to other people's positions, the group will gain a better understanding of those positions. After the group dialogue, each side is likely to be much closer to reaching agreement. Now that all parties understand the others' positions, the team must decide what decision or course of action to take. With the facts and assumptions considered, it's easier to see the best action to take and reach an agreement. After reaching an agreem.
The document discusses various topics related to conflict resolution skills training, including understanding different levels of conflict, traditional ways of handling conflict, persuasion, negotiation skills, and managing emotions. It provides definitions of conflict and describes approaches like win-win conflict resolution. The document also includes contact information for training solutions on conflict resolution skills.
Conflict Management Skills for Principals and Vice-PrincipalsTom D'Amico
Conflict management skills for Principals and Vice-Principals. This presentation looks at mediation and conflict management skills for Principals and Vice-Principals. Adult conflict in a school environment can be viewed as an opportunity for positive school improvement.
The document discusses conflict and conflict management. It defines conflict as a disagreement between interdependent people that involves opposing views or goals. Conflict management is defined as acquiring skills to decrease non-productive escalation of conflicts, including conflict resolution, self-awareness of conflict modes, communication skills, and establishing structures for managing conflict. The document outlines objectives like explaining functional vs dysfunctional conflict, levels and types of conflict, conflict management models and styles, and tips for resolving workplace conflicts. It provides details on topics like causes of conflict, symptoms, stages of unproductive conflict patterns, and defining functional and dysfunctional conflict.
This document discusses types and sources of conflict, styles of intervention for handling conflict, and strategies for effectively managing conflict. It identifies the main types of conflict as interpersonal, intrapersonal, intragroup, and intergroup. The key sources of conflict are listed as economic resources, values, power, interpersonal relationships, communication failures, and change. Five styles of intervention are outlined: collaboration, compromise, competition, accommodation, and avoidance. Effective conflict resolution strategies include collecting facts, setting an agenda, identifying issues, building trust, asking diagnostic questions, reframing perspectives, brainstorming solutions, and getting to agreement.
This document provides guidance on communication essentials at work. It covers topics like verbal communication, assertive communication, and email etiquette. For verbal communication, it emphasizes the importance of listening skills like empathetic listening. It also discusses when communication fails and tips for effective client interaction. For assertive communication, it describes different types of behaviors and techniques for responding assertively without being aggressive. These include using reaction techniques like the broken record method or inviting criticism. Throughout it provides activities and discusses factors that can impact client interactions.
A negotiation strategy refers to the overall approach taken when exchanging proposals to resolve a conflict. The strategy is influenced by one's paradigm or worldview. There are several common negotiation strategies including win-win which seeks mutual benefit through cooperation, win-lose which is competitive and focused on one's own needs, and lose-lose which damages both sides. Effective negotiation strategies aim for win-win solutions by separating people from problems, focusing on interests rather than positions, generating mutually beneficial proposals, and using objective criteria to evaluate options.
The document provides tips and techniques for negotiating strategies, including trial balloons, nibbling, good guy/bad guy tactics, using silence, and leveraging time constraints. It notes that while some tactics are acceptable, others are sleazy, and successful negotiators must be able to differentiate between fair and unfair tactics in order to use good ones to their advantage and deflect questionable ones. The document also provides tips for making business offers, including knowing what you want, setting a goal, doing your job, and getting it done, as well as factors to consider like client, product, price, terms, conditions, and delivery.
The document provides an overview of conflict resolution training for supervisors. It discusses causes of workplace conflict, importance of resolving conflict, methods for resolving conflict such as competing, collaborating, compromising, avoiding and accommodating. It also outlines the six steps in the conflict resolution process, which are to clarify the disagreement, establish a common goal, discuss ways to meet the goal, determine barriers, agree on a resolution, and acknowledge responsibilities in the resolution. The training is intended to help supervisors recognize causes of conflict, facilitate resolution, and manage relationships after conflict is resolved.
This document provides guidance on effective negotiation skills and techniques for collective bargaining. It discusses that negotiations require analytical skills, preparation, and detachment to achieve outcomes close to objectives. The collective bargaining process involves several stages: an opening presentation to define parameters, an initial response from the other party, countering the response while looking for weaknesses, and potentially informal meetings to reach an acceptable agreement to both sides. The final stages include considering compromise, staging agreements, and documenting the final deal in writing to prevent future disputes. Overall, the document outlines the ritual process and strategic approach needed for successful collective negotiations.
This document provides guidance on assertiveness skills for business professionals. It discusses the importance of assertive communication and active listening. Some key aspects of assertiveness covered include being direct, honest and respectful while also respecting others. The document also provides tips for dealing with difficult people, conflict resolution, introductions, public speaking, body language, and giving and receiving feedback. Overall, the document offers advice for communicating effectively and handling interpersonal interactions in a professional business setting.
There are five main types of workplace conflicts: misunderstandings, disrespect between coworkers, ego clashes, impatience, and insecurity over losing control. There are also different styles for managing conflicts, including avoiding, accommodating, competing, compromising, and collaborating. When resolving conflicts, it is important to listen to understand others, identify each person's needs, find a mutually agreeable solution, and end on a positive note.
This document discusses negotiation skills and strategies. It begins by defining negotiation as a dialogue between parties aimed at reaching an understanding or compromise. It describes different negotiation strategies like distributive negotiation, which is a positional or win-lose approach, and integrative negotiation, which is an interest-based or win-win approach. The document then covers negotiation tactics, the role of emotion, different negotiation styles, the effects of teams in negotiation, and barriers to successful negotiation.
Negotiation is about getting an agreement that satisfies both parties by making concessions. Preparation is key - identifying important issues, wants, and limits for each side. The negotiation process involves understanding the other party's perspective through discussion, proposing trade-offs, and bargaining until a final agreement is reached. Flexibility, listening, and focusing on interests rather than positions can help reach a mutually agreeable deal.
This document provides an overview of conflict resolution strategies and their benefits. It discusses what conflict is and provides examples of conflicts in the workplace. Two common resolution strategies are described in depth: avoiding conflict and collaborating. Avoiding aims to postpone conflict by not addressing issues, while collaborating involves all parties working together to find a joint solution. Resolving conflicts benefits work efficiency and relationships by promoting understanding between parties. The document also outlines what to do if a conflict cannot be resolved, such as involving a third party or accepting disagreement.
Conflict resolution is a process where two or more parties find a peaceful solution to a disagreement. The goals of negotiation during conflict resolution are to produce an agreement all parties can agree to, work quickly to find a solution, and improve relationships between conflicting groups. There are seven steps to successfully resolve a conflict through negotiation: 1) understand the conflict, 2) communicate with opposing parties, 3) brainstorm possible resolutions, 4) choose the best resolution, 5) use a third party mediator if needed, 6) explore alternatives to an agreement, and 7) come to a final resolution agreement. Real examples provided include resolving conflicts between India-China, Apple in China, Iran nuclear negotiations, and Microsoft acquiring Nokia.
The document provides guidance on conflict management and resolution. It discusses determining the level and source of conflict, identifying one's conflict style, and resolving interpersonal and group conflicts. Tips are provided for supervisors to reduce workplace conflict by being a good leader, addressing issues promptly, and handling employee grievances and complaints in a fair and supportive manner.
This document outlines a presentation on negotiation skills for salespeople. It begins by defining negotiation and explaining why it is important in sales. It then covers key aspects of the sales process where negotiation occurs, such as with prospects and customers. The document discusses strategies for effective negotiation, including preparing for objections and using communication skills. It provides tips on oral communication, nonverbal communication, and avoiding common negotiation mistakes. Overall, the presentation aims to equip salespeople with the necessary skills to successfully negotiate with prospects and customers.
The document outlines the eight steps of effective negotiations: 1) Prepare, 2) Argue, 3) Signal, 4) Propose, 5) Package, 6) Bargain, 7) Close, and 8) Agree. It emphasizes the importance of preparation, including defining objectives, researching information, determining concessions, strategy, and tasks. During negotiations, parties should look for signals of changing stances, make realistic proposals, and creatively package proposals to address other parties' needs and inhibitions. The goal is to bargain and make trades to reach a mutually agreeable outcome.
This document provides an overview of power negotiation techniques. It discusses understanding one's own negotiating power as well as their opponent's power. Key points include observing an opponent's habits and mannerisms to gain leverage, investigating their background to anticipate their strategies, and maintaining an accurate conception of how one is perceived in order to motivate opponents to align with your objectives. The document also notes the delicate nature of negotiations and importance of emotional intelligence when navigating power dynamics between parties.
This document discusses managing conflict in multidisciplinary teams. It begins by defining different types of conflicts that can occur, such as conflicts of interest, controversies over ideas, and developmental conflicts from changes. It then discusses various conflict strategies like withdrawing, forcing decisions, smoothing over conflicts, compromising, and confronting issues. The document provides guidelines for negotiation, such as separating people from problems, focusing on interests, and creating options. It warns of risks like groupthink when groups seek uniformity over open debate. Overall, the document provides an overview of conflict types and strategies to help manage conflicts constructively in teams.
Interview TwoExplain your approach to maintaining high stand.docxnormanibarber20063
Interview Two
Explain your approach to maintaining high standards and improving poor performance in a team.
I think the key is to hone in one the strengths and weaknesses of the team. See what works for each member and play to those things. As a group, working together may be a hard task, but is an essential key to completion of the main goal of the group. Communication is another major component of improving performance. On both levels, it is important everyone respectfully acknowledges corrective criticism.
How do you deal with difficult customers?
With difficult customers it is important that you listen to understand and not listen to respond. An angry or irate customer does not like too much back and forth conversation without much action. Be apologetic for the circumstances beyond your control do what you can within your level of ability and IF you can go the extra mile, it is important to do so. We have all been on the other side, so it is important to view every situation from the standpoint and ask, what would I have wanted to be done for myself?
Research Question
What is the impact of leadership style on employee's job satisfaction?
Team conflict management/ Team Communication
Resolving Team Conflict
· Prepare for Resolution
· Acknowledge the conflict
· Discuss the impact
· Agree to a cooperative process
· Agree to communicate
Understand the Situation
· Clarify positions
· List facts, assumptions and beliefs underlying each position
· Analyze in smaller groups
· Convene back as a team
· Reach Agreement
Team Communication
· Cohesiveness
· Sharing
· Professional Development
When a team is having conflict you have to acknowledge the issue in order to resolve the problem; by acknowledging the issue you will be able discuss the impact that the conflict is having on the group. Everyone in the group should agree to cooperate with finding a solution to end the conflict in order to get the group’s mission accomplished. In order for the process to work everyone will need to keep the line of communication open, with an open line of communication the team will need to come to an understanding of what the conflict is about. Everyone will not have the same perspective, so everyone should at least respect and acknowledge each of the team members’ opinions. Take everyone’s input and list facts, assumptions and beliefs underlying each position; once this is broken down go into smaller groups and analyze and dissect each position presented. By considering the facts, assumptions, beliefs and decision making that lead to other people's positions, the group will gain a better understanding of those positions. After the group dialogue, each side is likely to be much closer to reaching agreement. Now that all parties understand the others' positions, the team must decide what decision or course of action to take. With the facts and assumptions considered, it's easier to see the best action to take and reach an agreement. After reaching an agreem.
Resilience Resilience is not only needed in the business wor.docxaudeleypearl
Resilience
Resilience is not only needed in the business world but in all areas of life. In “Developing Resilience—The
Most Important Soft Skills for Hard Times, Maree Harris, Phd. (n.d.) states, “Resilience is usually
associated with the ability to bounce back up after being knocked down, with responding positively and
proactively to any adversity”. In order to cultivate resilience, individuals must also possess or develop a
variety of other soft skills. Resilient people are able to see the worst tragedies and failures as challenges
to overcome and are able to use a growth mindset to overcome them. They are able to keep a positive
attitude about the situation and are able to see failure as lessons.
We often see those that we most admire as having resilience. For example, according to The
Academy of Achievement (n.d.), Oprah Winfrey overcame a childhood of poverty, abuse and racism, as
well as numerous career setbacks. Many individuals experience any one of Winfrey’s challenges but
because she possessed and continued to develop her resilience, she became the most successful black
woman in modern history. Those in the business world can learn from Winfrey and others like her that
they must find ways to come back from even the cruelest setback. Resilience is key in all areas of career
success, for job seekers as well as those looking to advance in their organization.
A resilient job seeker gains strength from receiving a rejection letter. They will use the information given
by the potential employer as a learning tool for the next application process and interview. They are able
to “bounce back” by seeing the experience as informative and strengthening, rather than defeating. In
“Resilience--Fall Seven Times, Stand up Eight,” Lei Han (n.d.) writes, “More than half of the battle in a job
search is actually the emotional aspect--thinking positive, staying in action, and ‘standing up’ when you
feel ‘knocked down’ by the lack of results”. Not getting hired by employers whom one wishes to work for
may cause one to question one’s own abilities and qualifications an/or perhaps how one is presenting
these abilities and qualifications, but a resilient individual will use that questioning process to return to the
job market as a stronger, more aware candidate A resilient job seeker will use each rejection as an
opportunity to build his or her “brand”.
When an individual finally does get hired by an organization, he or she must demonstrate resilience in
order to be successful in their career in that organization and beyond. In an advertising agency , for
example, an employee may be given a new client and may spend days developing an ad campaign only
to have the client reject the campaign or only to find that the campaign failed miserably. In this case, the
employee must be highly resilient must immediately begin redesigning the campaign so as to keep this
client’s business and to show their supervisor that they can ...
Having employee problems? Employees do not seem to be able to get along? Need more teamwork? A good class in Conflict Management might be just what the doctor ordered. You have here 38 slides for a full-day class with exercises and activities to help employees and managers learn how to better handle conflict in the workplace. Call me if you have any questions: 612-310-3803. John
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on strong interpersonal skills and open communication. It requires that team members listen to each other, share responsibility for tasks, and fully participate in order to achieve goals. While conflict is inevitable, strategies like frequent communication, agreeing to disagree respectfully, and focusing on shared policies can help minimize and resolve disputes to keep teams functioning well.
Teamwork involves people working together for a common purpose under shared values. Effective teamwork relies on strong interpersonal skills and open communication. It requires that team members listen to each other, share information, and fully participate in and commit to their assigned tasks. While conflict is inevitable in teams due to differing perspectives, it can be minimized through frequent communication, honesty about concerns, and agreeing to healthy disagreements to build better decisions.
FINAL Comm & Collaboration Dan October 2020.pdfbill671640
The document outlines a training program on collaboration and effective teamwork, with modules covering topics such as communication, building relationships, and resolving disagreements. The program teaches skills for collaborative work including sharing ideas, establishing trust, setting goals, and addressing issues directly. The overall goal is to provide employees with the tools needed to work effectively in diverse teams focused on a common purpose.
This document discusses effective leadership and communication in managing workplace conflict. It begins by outlining some common causes of conflict, such as lack of role clarity or opposing agendas. If left unmanaged, conflict can escalate and negatively impact employee engagement, productivity, and relationships. The document then provides strategies for leaders to address conflict, including avoiding personal attacks, actively listening to understand different perspectives, building trust over time, and using conflict as an opportunity rather than trying to eliminate it. Overall, the key message is that effective communication, including providing and receiving feedback, is crucial for leaders to resolve conflicts in a productive manner and create a collaborative work environment.
This document provides guidance on effective group discussion skills. It explains that group discussions allow participants to demonstrate managing situations, teamwork, communication skills, and conflict resolution. An effective discussion has an initiation, body, and summary. Good initiation techniques include using quotes, definitions, questions, facts, short stories, or general statements to introduce the topic. The document outlines best practices for participating in discussions, such as maintaining rapport, organizing thoughts, and focusing on the topic rather than personal views. Common mistakes like emotional outbursts, dominating conversation, and lack of preparation are identified.
Client Brief AssignmentRefer to Grade Book for of Final Grade .docxclarebernice
Client Brief Assignment
Refer to Grade Book for % of Final Grade and Due Date
The Assignment
This is an individual assignment. Read the article. The link to the article is posted at the bottom of this page. You are to put yourself in the role of a management consultant who has been engaged by the client (Target) to assist them in overcoming a problem or issue. Your client is requesting a Post Mortem and Learnings from this serious setback. Based on the article each student is to identify:
· Primary issue in the situation
· 2 secondary issues
In addition, you will detail ………….1) What caused the issues? 2) Who are the principals involved?
3) How could they have achieved success instead of disaster?
Each student will then prepare a Client Brief. You are to design a form/questionnaire that you would like the client to complete before you undertake their project. The purpose of the Brief is to help you prepare for the project and document what you need to know before you start your work. The Brief helps organize their needs and required deliverables. You will need to do some secondary research regarding Client Briefs to prepare your document. You can investigate ‘Best Practices’ in this area.
Individual marks for this Assignment and the Prior Knowledge Quiz will assist in the Group Formation for the Client Project.
Here is the link to the article:
http://www.canadianbusiness.com/the-last-days-of-target-canada/
Conflict Interview
Please make up the interview.
The purpose of this assignment is for you to explore the complex nature of conflict in the workplace, with its source in interpersonal, small group or organizational factors. It is worth 20% of your total grade. Your grade will be based on 1) the depth of your analysis of the interview, 2) application of course material and 3) the overall effort on the assignment. Also refer to the evaluation rubric for papers for writing expectations.
This assignment has two parts; a summary of the interview (or transcript) and your responses to the discussion questions. Your interview summary can be your hand written notes with what you feel are the important points highlighted or a typed summary of the important points. The discussion questions are for you to complete based on your interview and are included on the next page. Read them through before your interview so you have them in mind as you ask your questions. Please submit a hard copy of both a summary of your interview and the discussion questions in class (refer to Moodle for the due date).
Conduct an interview with someone you know and feel comfortable having an honest (and confidential) discussion. It is better to have this interview with someone in a full time career rather than a part time job.
Use (or adapt) the questions provided. No names or characteristics that could identify this person should be used. Encourage the person you interview to be as specific and honest as possible in their answer.
If you are ab ...
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2. Building Leadership Skills Training Plan 1
Document history summary
Status or comment Completed by
Jan 21, 2021 Create questions for Tough/Difficult Conversations Jim Piechocki
3. Building Leadership Skills Training Plan 2
CATEGORY: USHI-SUPPLY CHAIN PILOT
SUBJECT: BUILDING LEADERSHIP SKILLS
TOPIC: TOUGH/DIFFICULT CONVERSATIONS
Subject objectives
Business goal What is the business goal this subject addresses? How will success be measured?
Performance goal
(expected behavior)
What learners need to do and how will it be measured?
Target audience Who is the audience for this subject? What general age group would the target audience fall into (e.g.,
millennials, Gen X, baby boomers, cross generational)? What is the general education level of the target
audience (e.g., university, high school, etc.)? If education level is lower than at the University level, what is the
perceived reading level of the audience? Any other facts pertinent to the audience that should be reflected in the
content?
Learner motivation What is the benefit to the learners to learn this information? E.g. Increased incentive payout, reduction in
workload.
Micro topics Guideline for Topic Creation – Each topic should have 8-10 key learning points.
<List topics>
Discover Content not critical to the performance/behavior which can be added to Discover to support further learning
outside of the critical key learning points.
4. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 3
1.1. Tough/DifficultConversations
Learning objectives
● What learners should be able to demonstrate (in Axonify) after graduation of the Micro Topic.
●
Key learning points Behavior Level 1 Level 2 Level 3
1. Show courage by
raising difficult issues
to ensure theyare
addressed.
Label: Overcome fears of
asking tough questions.
Description: Be willing to
deliver difficult messages
directly to keep conflict
productive.
MC1 What mindset should you
have when delivering a difficult
message to another
Associate?
-Be brave
-Be vague
-Be careful
-Be afraid
Explanation:
To show others you are
focused on the solution, show
courage. Be brave during
tough conversations.
MC2 What could be a reason
an Associate might be
unwilling to admit to a
shortcoming to you?
-Loss of control
-Lack of training
-Lack of detail focus
-Appearance of lack of
competence
Explanation: It is important to
listen deeply to Associate’s
mindset to show them you
care about fixing the problem.
MA1 Which of the following
are don’ts when having
challenging conversations with
Associates? (Select all that
apply.)
-Be open minded
-Be aggressive
-Talk from the heart
-Be disrespectful
Explanation:
Avoiding being aggressive,
manipulative or disrespectful
during challenging
conversations helps keep
conflict a positive thing.
MA2 Which of the following
tips help you thrive during a
challenging conversation.
(Select as many as apply):
- Conflict does mean
being aggressive or
passive/aggressive
- Be clear on your
expectations
- Avoid standoffs and
know when to
compromise
COMPLEX/SCENARIO-
BASED
C1
You work with an Associate
who is a “horn,” always
dominating conversations with
negative comments. At a
meeting, the Associate
expresses a strong objection
to something another
Associate said. What should
you do to keep it positive?
-Find a middle ground
where both can agree
-Tell the Associate to calm
down and be quiet.
-Ignore the Associate and
focus on the meeting agenda.
-Reprimand the Associate and
tell him/her to get on the team.
Explanation:
Conflict does not have to be
all negative. Creativity and
innovation come from different
opinions. Try to find a “halfway
point between differing
opinions, no matter how
contentious or argumentative.
C2 An Associate is habitually
late for meetings or misses
5. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 4
MC3 When we face a
challenging conversation,
there is usually:
-No basis for any fears
-Something specific that we
fear happening
- A vague feeling not connected
to any specific fear
-A feeling of exhilaration from
the challenge
Explanation: Be aware of your
inner mindset, especially
stressors due to fear, to stay
focused on the outcome, not
the conflict.
MC4 A key skill for tackling a
challenging conversation is:
-Asking closed-ended questions
-Passive listening
-Being assertive
-Closed body language
Explanation: Courage under fire
is a key skill. Being assertive
shows Associates you are a
leader.
MC5 The acronym “FEAR” can
stand for False Expectations
Appearing:
- Real
- Regularly
- Rarely
- Routinely
- Hide your expectations if
you suspect they will
cause stress
Explanation: Key skills can
help you thrive during a tough
conversation by true
leadership skills.
MA3 “Let me ask about the
situation from your
perspective” is an example of:
-A challenging conversation
Don’t
-A calm way to manage
conflict
-A way to disarm an Associate
by masking your intentions.
-A tip for avoiding “he said-
she said” disputes.
Explanation: Asking, rather than
telling, emancipates you and
your Associates from the
darkness of conflict and
allows you to work together
to build a resolution.
them altogether. During a
discussion, you uncover an
issue with overscheduling, but
you encounter resistance
when you suggest an action
plan. What is the best solution
for helping this employee?
-Suggest an aggressive time
management training plan.
-Dismiss any reasons the
Associate has for his
tardiness.
-Avoid your own feelings and
cut the Associate some slack.
- Be brave and explain why
you have strong feelings
about scheduling.
Explanation: Leadership
begins with strength of vision
in the face of conflict and
despair.
6. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 5
Explanation:
2. Three practical tips can
help keep conflict in
perspective.
Label: Put conflict in
perspective with steps that
quickly resolve issues that
arise.
Description: Prepare yourself
for difficult conversations to
empower employees from
conflict.
MC1 Showing courage and
knowing where to compromise
avoids which of the following?
- Difficult conversations
- Having to say ‘No’
- Standoffs among
Associates
- Innovative solutions
Explanation: Courage and
compromise go together in the
struggle to overcome and
harness conflict.
MC2 In a dispute over work
schedules, Associates on either
side of the argument may not
have considered:
- The other person’s
point of view
- Their own benefit
- The company’s needs
- Their value Lowe’s
Explanation: It is easy to ignore
others, especially if their views
differ from ours.
MC3 What is another way of
saying, conflict does not mean
aggressive or
passive/aggressive behavior?
- Disagreement can lead
to a better solution if
handled properly
MA 1 Supervisors can keep
conflict in perspective by being
which of the following? (Select
all that apply.)
- Brave
- Clear
- Authoritative
- Obedient
Explanation: Great leaders are
bold and clear about their
opinions. Use this approach to
demonstrate leadership to
employees.
MA2 In a challenging
conversation, Lowe’s
Supervisors should be clear on
which of the following? (Select
all that apply)
- Their own point of
view
- Their expectations
- The procedures in the
Lowe’s Employee
Handbook
- The threat of
punishment or
termination
Explanation: Associates cannot
resolve conflicts if they do not
know where you are coming
from. Be laser-sharp to help
shape the actions and opinions
of Associates.
C1 In a challenging
conversation with an
Associate who disagrees with
you, you realize that she is not
listening to any of your advice
or suggestions. What should
your strategy be?
- Be aggressive and insist
that she listen.
- Repeat your
recommendation until
she listens.
- Terminate the Associate
immediately.
- Find a creative way, to
help her see the value
of your advice.
Explanation: How we present
ourselves during difficult
conversations comes directly
from how well prepared we are.
Creativity is often part of the
process.
C2 One of your Associates
makes an insensitive remark,
and this is reported to you. In a
conversation with the Associate,
he says he did not intend to
give offense. What is a
productive way to defuse the
tension and help the employee
see the problem?
7. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 6
- All forms of conflict are
counter productive.
- It is impossible to have
agreement 100% of the
time.
- Supervisors should
encourage conflict to
build teamwork.
Explanation: Conflict is an ally
when disagreement is handled
properly.
MC4: Creativity and innovation
come from which of the
following?
- Strict adherence to
procedures
- Distribution of power to
the masses
- Different opinions and
perspectives
- Hiring people who agree
with you
Explanation: Our economy is
built on multiple views.
Empowering change is a
tolerance of diverse ideas and
opinions.
- Write up the Associate
for violating Lowe’s
diversity and inclusion
policy.
- Praise the employee for
expressing his sentiment
clearly.
- Be brave and confront
the passive/aggressive
behavior, standoff or
not.
- Show courage, remain
calm, insist the
Associate recognize
his mistake, and refer
him to appropriate
training.
Explanation: A business culture
of innovation and service is like
a feather. It can be easily blown
away by the winds of adversity.
Preserve Lowe’s heritage of
tolerance and diversity at all
costs.
3. When we face
challenging
conversations, often
fear is behind them.
Label: When we are afraid, it may
be because of our internal
thoughts or expectations, not
the actual situation.
Description: Awareness of our
own internal fears and drivers
MC1 Fear of a negative reaction
during an Associate’s one-
on-one is an example of
which of the following?
- An internal fear
- An external fear
- An irrational fear
MA1: At home you avoid any
confrontation with your spouse
or children during difficult
conversations. Which of the
following underlying fears may
be the cause? (Select all that
apply.)
C1 The winter flu season has
left you short-handed, and
many of your Associates feel
overworked. What can you do
to make a staff meeting to
address their concerns more
productive?
8. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 7
can help keep challenging
conversations productive.
- Nonsense. Move ahead
without all this
psychobabble.
Explanation: The enemy of
growth and change is within us.
Recognizing fear is the first step
to overcoming conflict.
MC2 Why does overcoming
your fear of a negative
reaction during challenging
conversations lead to
greater productivity and
harmony at Lowe’s?
- It is a specific fear that
underlies difficult
conversations.
- It is a vague feeling we
must live with and
suppress.
- It can help Associates
like and admire you as a
person.
- It is not relevant at all to
a productive workplace.
Explanation: Abolish negativity
by recognizing your fears of
contrary reactions that impede
growth and progress.
- You are afraid of
wrecking the
relationship with your
spouse and children.
- You worry that your
spouse will turn off
ESPN.
- You are concerned
that your spouse has
ESL issues and you
may embarrass her.
- You fear rejection by
your spouse unless you
perform “honey-do’s.”
Explanation: To free yourself
from fear, recognize its power
over you. Habits at home are
windows into your behavior at
work.
MA2 During a performance
review with a difficult
Associate, you may encounter
which of the following inner
fears? (Select all that apply.)
- Rejection
- Aggressive behavior
- Confrontation
- Messing up
Explanation: Fears of rejection
and confrontation are powerful
drivers that can destroy all your
efforts. Isolate, resist and
overcome them using the
methods in this lesson.
- Be open about your
own fear of messing
up
- Conduct the meeting
professionally, same as
ever
- Reassure everyone that
their job is secure
- Offer advice about
health and well-being.
Explanation: Admission of your
fears is not weakness. It is a
brave move that encourages
Associates to share in the
solution of serious problems,
like absence from work.
C2 An Associate is caught
showing inappropriate images
on his mobile phone at work.
Your management refers him to
you for a meeting. How can you
start off the conversation in a
way that frankly addresses
corrects the behavior?
- Accuse the Associate of
disruptive behavior.
- Refer the Associate to
the appropriate section
of the Lowe’s Employee
Handbook.
- Threaten the Associate
with severe reprisals
unless he apologizes
and termination if it ever
happens again.
9. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 8
- Admit that you are as
embarrassed as he is
and will work together
with him on a
corrective plan.
-
Explanation: No employee
wants to disrupt the workplace.
Intercept disrespectful behavior
with an immediate response
and offer to work together with
the offender on a solution.
4. There are several ways
you can conquer your
fears and key skills that
can help you tackle a
challenging
conversation.
1.
Label: How to conquer your
fears and make difficult
conversations more positive
and productive for your
Associates.
Description: Fear is a mind-killer
and must be conquered to help
you move ahead in your
working relationships with your
Associates.
MC1 How can building rapport
help you tackle a challenging
conversation?
- Defuses tension by
eliminating barriers to
communication
- Allows you to hide your
expectations to get to
the truth
- Makes it easier to ease
out poor-performing
Associates
- Quickens the pace of
your promotion in the
eyes of Management
Explanation: The first step in
earning the trust of any
Associate or customer is
building rapport. This vital skill
helps break down walls that
hold us back.
MA1 Which of the following
are key skills for tackling a
challenging conversation?
(Select all that apply.)
- Active listening
- Asking open questions
- Controlling with
intimidation
- Asking closed questions
Explanation: Skills are learned
and expanded, not innate or
inherited. What have you done
today to prepare for adversity
with active listening and open-
ended questions?
MA2 What are questions you
can ask yourself to help
conquer your fears in a difficult
conversation? (Select all that
apply.)
- If the worst happened,
how much would it
C1 A romance between two
Associates turns ugly and
threatens to disrupt the
workplace. You face a difficult
meeting to resolve the issue.
What can you do to prepare to
help yourself stay focused on
the solution? (Select all that
apply)
- Write down a “worst
case” scenario for the
meeting.
- Consult your
manager/the Lowe’s
legal department about
your options, including
terminating both
Associates.
- Play out the meeting in
your mind as if the fear
isn’t present.
- Search for active
listening and conflict
resolution courses to
10. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 9
MC2 Why is asking open
questions a key skill for
handling difficult conversations?
- Saves time by asking
closed-ended questions
- Lets Associates see the
power you have over
their future
- Builds compliance with
Lowe’s employment
policies
- Extends rapport into
productive
conversations
Explanation: Open-ended
questions are more than a
technique. They are a process
of extending the Lowe’s halo of
trust around our Associates and
customers.
MC3 How are active listening
skills an asset when tackling
challenging conversations?
- By repeating back
what you heard
accurately, they show
Associates you heard
them.
- With canned scripted
answers, you let
Associates know you
are in charge.
- By having a process in
place, you suppress
conflict from Associates.
matter tomorrow or
next year?
- How have my fears risen
to bite me in previous
years?
- What actual evidence
do I have to support
my fear?
- If the worst happens,
how much can it affect
my career at Lowe’s?
Explanation: Just as Lowe’s
business is built on the success
of thousands of Associates and
millions of satisfied customers,
so are meeting results.
Overcome fears by focusing on
real-day-to-day interactions, not
inner fears.
help you prepare for
the meeting.
Explanation: Often our own
worst fears become more than
imaginary – they affect our
ability to lead in the workplace.
Actively face your fears, and
you can have greater success
working out challenges.
11. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 10
- By rehearsing your
meetings word for word,
you save time.
Explanation: Active listening
goes beyond simply nodding
and pretending you heard. It
involves deep understanding
that Associates will repay with
honesty, integrity and pride in
our great company.
MC4 What is a benefit of being
assertive?
-It cements your authority over
Associates on your team.
-It shows you have courage
and are passionate about
your point of view.
-It saves time by shutting down
dissenting voices.
-It creates fear and panic,
qualities of a respected leader.
Explanation: Bravery in the face
of adversity was a key trait of
our Founding Fathers. Asserting
your point of view binds you to a
heritage of progress.
5. There are five things
you can do to keep
challenging
conversations positive.
Label: Five things to try will aid
your success in handling
challenging conversations.
Description: It is important to
apply proven methods to
tackle tough conversations.
MC1 How can you justify
drawing a line between what
you can and cannot
compromise?
- Have clear reasons
why drawing your line
supports business
success
MA1 What should you say to
an Associate when a conflict is
not resolved the first time.
(Select all that apply.)
-“Let’s go over it once more to
fix this now.”
-“Not everything can be
resolved the first time.
C1 Two Associates are
constantly at odds in the heat
of the moment, and your
manager has asked you to
step in to resolve the issue.
What could be missing from
their interaction with each
other? (Select all that apply.)
12. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 11
- You are in charge. You
do not need to justify
your authority.
- Sidestep Associate
challenges by explaining
that upper Management
wants it this way.
- Base your thinking
around “He-said, she-
said”
Explanation: Business success
is a trumpet calling to all
Associates and Supervisors to
make the customer experience
at Lowe’s second to none.
MC2 What can you do if you
sense a conflict bubble?
- Burst the bubble right
away
- Use the time to calmly
discuss away
distractions
- End the conversation
immediately and without
explanation
- Ask, “Let me ask you to
do what is right for the
company, not what is
right for you.”
Explanation: Do not shrink from
bubbles. Welcome them and
use a calm, open approach to
take the air out of them and
move forward.
- “The facts show you are
wrong and I am right.”
- “Let’s both think about this
and meet again.”
Explanation: Some difficult
situations require more than
one meeting to find a solution.
Be patient and confident when
working with Associates.
MA2 Why is better to base
your thinking on facts than on
“He say, she say”
-Involves Associates in the
realities of a solution
-Puts Associates in their
place, which subordinate to
business
-Places the solution, not the
emotion, center-stage
-Creates a standoff that
unmasks the true culprit
Explanation: Learning is not
just an art, it is a science.
There is a psychology for
defusing emotion and making
the solution the core. Trust
Associates to take away
suggestions and empower
themselves to adopt a solution
at follow-up.
- Respecting each
other’s perspectives.
- Ignoring each other
instead of trying to
find out why they
differ.
- Understanding that
creativity and
innovation is often
born out of conflict.
- Basing opinions on
facts and figures
instead of personality
end emotion.
Explanation: Respect,
understanding, and distance
from emotion are the tools for
healing old wounds. Recognize
when Associates need help and
offer solutions that stress
empathy, balanced by strong
leadership.
13. Building Leadership Skills Training Plan | Topic: Tough/Difficult Conversations 12
MC3 Which of the should you
base your thinking around when
tackling tough situations?
- Feelings and emotions
- Stories in the news
- Business facts and
figures
- Guidelines from your
manager
Explanation: It is easy to say
you are helping Lowe’s
success. It is much harder to
actually do it. Business facts
and figures are the lens through
which we should look at tough
situations before tackling them.