Learning Objective: Explore leadership and management techniques for resolving conflict and increasing interpersonal effectiveness The ability to motivate others, resolve conflict, and manage diverse personalities is at the core of a competent and successful leadership. Where there are people, there are bound to be difficulties. With this in mind, leaders who fail to increase ability to manage and lead difficult people will likely struggle or fail. Not only do leaders have to manage their employees, but employees also should implement strategies to effectively manage and lead their bosses. This represents the ideal interdependent relationship where the team respects final decision-making, yet commits to ensuring that there is mutual understanding around workflow and organizational priorities. Great leaders know how to lead and be lead. This seminar will explore ways to manage and lead difficult people with or without positional authority. At the end of this seminar, participants will be able to: a. Examine common types of difficult people and associated strategies to motivate them. b. Explore the power relationship between boss and subordinate and the “power questions” that improve this relationship dynamic. c. Examine communication techniques to diffuse conflict. d. Explore strategies to motivate and engage ANYONE.

1. February 20, 2016

2. Panel
Presenter:
Aknesha Miller
Operations Lead
Lockheed Martin Mission Systems & Training
Panelists:
Norma Clayton
Vice President, Learning, Training & Development
Boeing
Michelle Wyman
Manager Organizational & Employee Development
General Dynamic
Moderator:
A.D. Williams
Systems Engineering Integration & Test Manager
Northrop Grumman
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3. About the Panel
…Our Moderator
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A.D. WILLIAMS
Northrop Grumman Corp
- Program and System Engineering Integration & Test
Manager
- Functional manager collaborating with the
development of the technical engineering pipeline
- Support of development, production and sustainment
radar programs for domestic and international
customers
- United States Air Force, 19 year veteran
- Operations Iraqi Freedom
- Operations Enduring Freedom
- Operations Northern Watch
- BS Aeronautical Science, Embry-Riddle Aeronautical Univ
- Certified Program Management Professional

4. About the Panel
…Our Panelist
4
NORMA CLAYTON
The Boeing Company
− Vice President, Learning, Training & Development
− 33 years in multiple domains/industries
− Manufacturing/Fabrication
− Program Management
− Supplier Management and Procurement
− Maintenance and Modification Centers
− Company-level Initiative Leader
− Learning, Training and Development
− Doctoral program in Management, In-progress, Webster
University
− MA in Human Resource Development, Webster University
− MA in Business Management, Webster University
− BS in Industrial Administration, New Jersey Institute of
Technology

5. About the Panel
…Our Panelist
5
Michelle Wyman
Bath Iron Works
- Manager of Organizational and Employment Development
- Senior Human Resource Professional (SPHR)
- 30 years of Training and Human Resource experience
- MS Adult Education
- BS Secondary Education
- Senior Certified Professional (SHRM-SCP)
- Oversee Manufacturing Trade Training and
Leadership Training Program
- Certified Coaching
- Certified Change Management
- Certified Green Belt Six Sigma
- Member of the Board of Directors for Coastal Counties
Workforce Development
- Former member of Executive Board of Maine’s Society for
Human Resource Health Care Administration

6. About the Panel
…Our Presenter
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AKNESHA MILLER
Mission Systems & Training
- Operations Lead for the Integrated Test &
Logistics Solutions and Training & Simulation
Solutions Market
- $1B program scope
- Certified Program Manager
- Certified Project Manager (PMP)
- Certified Green Belt Six Sigma
- MS Systems Engineering, Johns Hopkins
- BS Industrial Engineer, Morgan State University
- Chair, Morgan State University ISE Advisory
Council
- National Society of Black Engineers (NSBE)
- Institute of Industrial Engineers (IIE)
- Project Management Institute (PMI)
- BEYA Modern Day Technology Leader

7. Difficult is…
•Not easy: requiring much
work or skill to do or make
•Complicated: not simple to
deal with or manage
•Not willing to help others
by changing your behavior:
stubborn or unreasonable
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8. What Difficult People May Say…
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9. 9
TYPES OF DIFFICULT PEOPLE

10. Tips to Deal with Difficult Coworkers
1. Start out by examining yourself.
2. Explore what you are experiencing with a trusted friend
or colleague.
3. Approach the person with whom you are having the
problem for a private discussion.
4. Follow up after the initial discussion.
5. You can confront your difficult coworker’s behavior
publicly.
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From 10 Tips to Deal with Difficult Coworkers by Susan Heathfield

11. 6. GET HELP!
– Immediate manager/program manager
– HR
7. Support each other to improve situation with the help
guidance from No. 6.
8. If these approaches fail to work, try to limit the difficult
person's access to you.
9. If all else fails, explore opportunities internal and
external.
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10 Tips to Deal with Difficult Coworkers
From 10 Tips to Deal with Difficult Coworkers by Susan Heathfield

12. Challenging Bosses
Micromanager
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Politician
Idiot
Bully
Control Freak
Nice Person

13. Tips to Deal with Your Difficult Boss
Verify “Bad Boss”
Identify Motivation
Minimize Impact
Avoid Assumptions
Initiate Conversation
Be a Leader
Be Transparent
Document
Don’t Cave
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14. References
• Social Styles Self Assessment and Guide
• Jesus Christ CEO: Using Ancient Wisdom for Visionary
Leadership by Laurie Beth Jones
• Doing Business by the Good Book by David Steward
• Love ‘Em or Lose ‘Em: Getting Good People to Stay by
Beverly L. Kaye
• A Survival Guide for Working with BAD BOSSES: Dealing
with Bullies, Idiots, Back-Stabbers, and other Managers
from H**L by Gini Graham Scott, Ph.D.
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15. Closing Thoughts
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