Peer Power: Transforming Workplace Relationships

• 45% say they are satisfied with their jobs
(down from 61.1% in 1987)
• Under 25, 35.7% are satisfied
• Of Baby Boomers, 46% are satisfied
(down from 60%)

Conclusion: employee satisfaction has declined
significantly over the past 20 years.

Source: TNS Market Research survey (2009), reported by The Conference Board


“These numbers do not bode well given the
multi-generational dynamics of the labor force.”

Linda Barrington
Managing Director, Human Capital
The Conference Board


1. Job security
2. Benefits
3. Compensation/pay
4. Opportunities to use skills
and abilities
5. Feeling safe in the work environment

Source: Society for Human Resource Management


6. Relationship with immediate supervisor
7. Management recognition of employee job
performance
8. Communication between employees
and senior management
9. The work itself
10. Autonomy and independence


Which of these ten factors
are connected to
or influenced by
Interpersonal
communication?


• 62% left a job in the past, at least partially
because of a difficult relationship with a
coworker
• 30% reported a difficult coworker currently
frustrated them
• 1/5 (of 30%) stated that a difficult coworker was
their boss

Source: NetSpeed Learning Solutions survey (2008)


“I frequently avoid a difficult coworker.”

“I dread going to work to be barraged by this
individual‟s negativity.”

“I often need to „run interference‟
because other employees also find
this individual difficult to work with.”


Have you ever worked with a
challenging coworker (a peer)?

Yes – in the past
Yes – right now
No – hasn’t happened


Have you ever worked
with a challenging boss?

Yes – in the past
Yes – right now
No – hasn’t happened


1. What happens to me at work is usually
not related to my own behavior.
2. I try to be open about my thoughts
and feelings.
3. I find gossip to be a great stress
reliever.
4. I reach out to someone I may have
offended.
5. I take people at face value.


1. What happens to me at work is
usually not related to my own
behavior.

If you agree with this statement, you
may often feel victimized by others‟
actions. We invite you to consider the
many ways your behavior may be
helping or hindering the situation.


2. I try to be open about my thoughts
and feelings.

We encourage openness in most
work relationships. If you answered
“yes” to this statement, there are
probably no hidden agendas in your
relationships with others.


3. I find gossip to be a great stress
reliever.

Let‟s face it—most people would
answer “yes” to this statement.
However, we‟d like to suggest that
when gossip is used in this way, the
price you pay (in mistrust and conflict)
is too steep.


4. I reach out to someone I may
have offended

We hope that you were able to say
“yes” to this statement. Reaching out,
even when it may not have been your
intention to offend, demonstrates your
concern for the other person.


5. I take people at face value.

While this sounds positive, it may
mean that you are relying more on the
words people say and less on the
unspoken messages sent by body
language and tone of voice.


Does your boss or coworker?

1. Tease you about your mistakes or weaknesses
2. Appear friendly to your face yet criticize you
often behind your back
3. Hold staff meetings infrequently or without
planning


4. Flatter you or act unusually sweet
5. Break commitments or not fulfill tasks you need
6. Make demands that you ignore procedures to
meet his/her needs


Going Head-to-Head
Attempting to meet your
needs while preventing
others from meeting
their needs


Compromising
Attempting to meet
your needs partially
while meeting others’
needs partially


Caring-for-Self
Attempting unilaterally to
meet your needs by limiting
the impact of others’ behavior
without affecting their needs


Coaching
With permission,
attempting to help another
solve a problem or develop
skills so the other person
gets better results


Collaborating
Jointly attempting to
meet fully the needs
of all parties


What behaviors do you
use when you are
collaborating?


The Attacker

The colleague who
repeatedly expresses
anger and frustration in
the form of inappropriate
personal criticism.


The Whiner

That coworker who complains
without taking responsibility
for improving conditions that
surround him/her.


The Scene Stealer

The peer who sets
about building her
reputation at your
expense.


The Drive-by Boss

A leader who ignores some of
her key management
responsibilities and doesn’t
meet the needs of subordinates
or the organization.


The Manipulator

The coworker who attempts to
influence your attitude or
behavior through deception or
secrecy.


The Clueless Colleague

A coworker who is insensitive
to her negative impact on the
work environment.


The Faux-Smart Boss

The boss who has unrealistic
confidence in his own ideas
and skills, often
accompanied by a lack of
confidence in his employees.


The Slacker

The coworker whose poor
performance damages
your performance.


The Bully

A colleague who uses
unreasonable demands and
inappropriate threats to get
her way.


Which of these nine
challenging coworkers have
you experienced personally?

Which one of these nine
challenging coworkers is the
most difficult for you?


The Manipulator

The coworker who attempts to
influence your attitude or
behavior through deception or
secrecy.


• Offers unusual favors, gifts
or flattery
• Appeals to your sense of guilt
• Deceives you
• Presents only positive reasons
(no negatives)


• Misrepresents or excludes data
• Whispers in your ear
• Asks a leading question or
pretends to ask for input
• Tells stories that are inconsistent


• They fear the consequences of telling the truth.
• They have learned to exercise power indirectly.
• It’s a coping strategy used when people feel
powerless.
• You have probably manipulated others, too.
• You have a right to take care of yourself.
• Manipulators usually have many strengths.


• Be responsible for your own
experience. Be aware of your
own hooks.
• Perform well. Do your homework.
• Respect your needs. Become
someone who can’t be
manipulated.
• Communicate and set
ground rules.


• Avoid rescuing behavior.
• Use good listening and questioning skills to
encourage openness.
• Pay attention to your gut/intuition.


Collaborating
Jointly attempting to
meet fully the needs
of all parties


• Call her on a lie without calling her a liar.
• Don’t do what she wants unless you want to.
• Acknowledge her praise.
• Probe to uncover her needs. Ask, “Is there
something you need from me?”
• Jointly come up with alternatives.


Published by Jossey-Bass (John Wiley
& Sons) in February 2012

Available online and at bookstores


• One-day and two-day facilitated workshops

• Based on adult learning principles

• Interactive and collaborative

• Practical skill-building

• Blended with podcasts and online assessments


Session 1: Mistakes We’ve Made
(and You Can Avoid)

Session 2: What We’ve Learned
(Four Key Principles)

Session 3: Strategies for Transforming Relationships

Each 90 minutes long


Session 4: Working with Attackers, Whiners,
and Scene Stealers

Session 5: Working with Drive-by Bosses,
Manipulators, and Clueless Colleagues

Session 3: Working with Faux-Smart Bosses,
Slackers, and Bullies

Each 90 minutes long


• About You Assessment

• About Them Assessment

• Pocket Coach Podcasts and Knols

• Mobile App: Peer Power Pocket Coach?


• Four Thursdays, beginning September 6
• Four 1 hour & 45-minute webinars
• Led by co-author, Cynthia Clay
• 1 – 2 participants: $399 each
• 3+ participants: $349 each

Complete today’s survey and receive the “early
bird” discount of $100 off the registration price.

http://www.netspeedlearning.com/webinar/peerpowerwebinars/


Four seats in the Peer Power Online Workshop
Series (beginning September 6, 2012).

http://www.netspeedlearning.com/webinar/peerpowerwebinars/


“It‟s more important than ever to supply your
workers with new tools, training, and techniques
to help maintain a positive and engaging work
environment that leads to higher productivity and
strong business results.”
Cynthia Clay and Ray Olitt


Peer Power: Transforming Workplace Relationships

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