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What is People Handling? Types of Employee-Related Problems Difficult People Poor Performance Uncooperative and non-participative Employees Techniques on Effective People Management Basic Feedback Techniques The Art of Reprimanding Team Coaching Employee Motivation for Peak Performance Rules for Successful People Management Outstanding Leadership How to Manage People at the Workplace
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Are you one of them?
Am I really difficult to deal with? 4 .
Manager versus Employee 5 .
The Angry Boss 6 .
their causes and effects. 3. GESB Training & Development 7 . the participants should be able to: 1. Determine the problem behaviors of difficult people. Practice effective people management strategies. Define effective people handling . Understand the different types of problems. Develop own style of handling people congruent to the needs and circumstances of their respective departments. 2. 5.OBJECTIVES At the end of this seminar. 6. Know the various ways or techniques in dealing with difficult personalities and various problems intervention techniques. 4.
Questions to ask? What is people handling? What are the problems related to it? Why do these problems occur? How do effective leaders manage such problems and prevent it from recurring? GESB Training & Development 8 .
GESB Training & Development 9 . Ineffective people management. Objections or resistance to change and new knowledge / skills. 2. 4. 3.Employee-Related Problems: 1. Personality Differences. Employees refuse to participate and co-operate with the team.
we react The stronger the need. the stronger the reaction 10 .Observations About People People: Are creatures of habit They behave in certain ways to meet their needs Observations: How we communicate is a habit When our needs are not met.
” “Their intention is obvious.Dangerous Assumptions “They are just like me.” “My view is the only valid view. . .” “I am right.” “I know what they meant by that .” “They should act the way I expect them to act.” 11 . They are wrong.
PEOPLE BEHAVIOR 12 .
13 . People do what they do based on what seems to be most important for any given moment.Behavior Has a Purpose Every behavior has an intent or purpose and that intent is to fulfill. Four “general intents” determine how people will behave in any given situation.
2. 4. Get the job done right.Four General Intents 1. Get the job done. Get along with people. 14 . Get appreciation from people. 3.
Notes 1. 4. 3. 2. 15 . When people have shared intent or priorities. As intent changes so does behavior. conflict is unlikely. One quick indicator of a person’s intent is their communication style. All of these intents have a time and place in our lives.
difficulty. or stress. People tend to move outside their behavior comfort zone and become either more passive or more aggressive than normal. 16 .Lens of Understanding Everybody responds to different situations predictably during times of challenge.
Task Focus Passive Intent: Get it Right Intent: Get Along NORMAL ZONE Intent: Get it Done Aggressive Intent:Get Appreciated People Focus GESB Training & Development 17 .
Styles Style Driver Analytical Amiable Expressive Intent Get it done Get it right Get along Appreciation Observation Controlling Perfectionist Seeks Approval Seeks Attention 18 .
Which Style? “Just do it. What’s next on the agenda?” (Task/Aggressive .Expressive) “Let me help you with your project.” (People/Aggressive .” (People/Passive .Driver) “I think I’ll double check your figures.Amiable) 19 .Analytical) “Come see the award I won today.” (Task/Passive .
that is. A manifestation of their defense mechanism. GESB Training & Development 20 . Have an inability to resolve differences and they strive for a win-lose outcome. gaining control over situations.Difficult People… (According to Melinda Hill Of Ohio State University Extension Program) Generally use their behavior because it works for them.
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Can rip you apart personally but it‟s nothing personal. GESB Training & Development 23 . The „victim‟ is seen as part of the problem since he allows intimidation The „end justifies the means‟. get things done and pushes ahead. Asserting control using aggression and has single-minded focus.Confrontational. pointed and angry. practice pushy and aggressive behavior.
GESB Training & Development 24 . Defend. Shut down and become a Nothing Person.Typical Emotional Response to “The Tank” Person: Counter-attack but even an assertive person could lose the battle. and The Tank person will think that you deserve the pounding and the attack is justified. explain or justify your position but The Tank has no interest in hearing your position so it won‟t change anything.
3.How to Deal: 1. 2.Interrupt the attack.Aim for the bottom line and fire.Hold your ground. 5.Peace with honor. GESB Training & Development 25 .Quickly backtrack the main point. 4.
Attacks when: a. biting sarcasm. GESB Training & Development 26 .Manifested by rude comments. and makes others look foolish. They are angry about the way the events have turned out.
Attacks when: b. They want to undermine those who might interfere with their plans. GESB Training & Development 27 . They are carrying a grudge against a person or people who interfered with their plans. They want to get attention from people they like. d. c.
GESB Training & Development 28 . Lush out blindly or lush away and the sniper will extract a victory from your defeat.Typical Emotional Response to “The Sniper”person: React but you‟ll end at setting yourself up.
Go on a Grievance Monitor. 4. GESB Training & Development ? 29 . 3. Intent Questions b. Relevancy Questions 2. a.How to Deal: Bring the Sniper of the Hiding 1. Suggest a more civilized future. Use searchlight questions. Use tank strategy if needed.
Just Ask! The intent is to get it done in a way that they have pre-determined what is best.3. He will tell you what they know for hours at a time but won’t take a second to listen to your clearly inferior ideas. THE Knows 98% of anything. GESB Training & Development 30 .
Typical Emotional Response to “The Know it All” person: Become a Know-It-All yourself and feel miserable GESB Training & Development 31 .
3.How to Deal: Open their Minds to ideas! 1. 2. GESB Training & Development 32 . Blend with their doubts and desires. 4. 5. Be prepared and know your stuff. Backtrack respectfully. Turn them into mentors. Present your views indirectly.
4. bragging. misleading distracting GESB Training & Development 33 . Legends-in-their-own-minds: exaggerating. THE THEY •Doesn‟t know much but doesn‟t let that get in the way.
Typical Emotional Response to “The Think They-Know-It-All” person: Challenging or confronting them aggressively and they will counter attack with grander claims and louder persuasions. GESB Training & Development 34 .
Give them a break. 2. b. 3. GESB Training & Development 35 . a. Tell it like it is.How to Deal: GIVE THEIR THE 1. Break the cycle. 4. Backtrack their comments with enthusiasm. Acknowledge positive intent rather than wasting your time with their content. Clarify for specifics. 5. Give them a little attention.
and shrapnel hits everyone in rage. the dust settles and the cycle begins building to critical mass again. GESB Training & Development 36 . Then the smoke clears.5. THE When they blow their tops. they‟re unable to stop.
2. Quietly withdraw and hate the grenade from a safe distance.Typical Emotional Response to “The Grenade” person: 1. GESB Training & Development 37 .Blow up at the grenade for blowing up.
How to Deal:
TAKE OF THE SITUATION
1. Get their attention. 2. Aim for the heart.
3. Reduce intensity
4. Time off for good behavior. 5. Grenade prevention.
GESB Training & Development
PERSON “ Sipsip “
Quick to agree, slow to deliver. Leaves a trail of un-kept commitments and broken promises. Over- commit to please but pleases no one.
GESB Training & Development
Typical Emotional Response to “The Yes Person”:
Confront them but if it angers them, they might resort to passive aggressive behavior .
You cannot get anyone keep promises by making them feel bad about breaking them.
GESB Training & Development
2. Talk honestly. 5. Help them learn to plan.How to Deal: GET OMMITMENTS YOU CAN COUNT ON 1. Make it safe to be honest. Ensure commitment. GESB Training & Development 41 . Strengthen the relationship. 3. 4.
5. 4. Ask for their word of honor. Weird deadlines. Get them to write it down. 3. GESB Training & Development GESB Training & Development 42 . Describe negative consequences. 2. Ask them to summarize the commitment.ENSURE 1.
Ask what they’ve learned from the experience. What they did. specifically. 2. Project positive intent. 3.STRENGTHEN THE 5. 4. How you feel about it. GESB Training & Development 43 . How others were affected 1.
GESB Training & Development 44 . how others were affected c. Tell them a. Project positive intent. what they did right b.1.Let them know you are looking forward to more of the same in the future. how you feel about it 2. 3.
GESB Training & Development 45 . THE PERSON “Sigurista“ Procrastinates when faced with a crucial decision.7.
impatience and anger as a natural reaction will not help. patience and the desire to help.Typical Emotional Response to “The Maybe Person”: Irritation. sensitivity to the feelings of another. What they need is warmth. 46 GESB Training & Development .
I will make the time 6. I don’t have the time 6. I’m afraid of 8. I don’t think 5. I am confident 8. Expect the best 4.Eliminate These Words Completely… 1. I do believe 9. I know 5. Maybe 7. (minimize) I 10. I can’t 2. Doubt 4.All things are possible 47 . I will 3. I don’t believe 9. (promote) you 10. Surely 7.It’s impossible GESB Training & Development Make These Words A Part of Your Vocabulary… 1. If 3. I can 2.
Use a decision-making system. Re-assure and then ensure follow-through. Strengthen the relationship. 3. clarify options. GESB Training & Development 48 . Surface conflicts.How to Deal: HELP THEM LEARN TO 1. 5. 4. Establish and maintain the comfort zone. 2.
no verbal nor nonverbal feedback. GESB Training & Development 49 . THE “ Walang Paki “ PERSON You won‟t know what‟s going on because they tell you nothing! --.8. They seal their mouths and stare past you as if you‟re not there.
Typical Emotional Response to “The Nothing Person”: Aggressive communication and impatience will only drive him/her further into nothingness. GESB Training & Development 50 .
Plan enough time. Guess. 3. Show the future. GESB Training & Development 51 . 5.How to Deal: PERSUADE THE NOTHINGPERSON TO 1. Ask open-ended questions expectantly. 4. 2. Lighten it up.
THE “ Di Pwede” PERSON MR.9. NO •Doleful and discouraging • They drive others to despair • Believes that “What goes up must come down.” And what goes up must never be allowed to get back up again. GESB Training & Development 52 .
Typical Emotional Response to “The NO Person”: CONTEMPT GESB Training & Development 53 .
whine incessantly. They wallow in their woe. GESB Training & Development 54 HI . and carry the weight of the world on their shoulders.10. THE W NE Person R “ Reklamador” There‟s a plan for their lives but they are not in it.
Disagree with them which would make them feel compelled to repeat their problems. 2.Typical Emotional Response to “The Whiner” person: 1. Solve their problems when you can‟t. 3. GESB Training & Development 55 . Ask them why they are complaining to you which will make them start complaining all over again. Agree with the whiners which encourages them further to complain. 4.
Acknowledge their good intent. Use them as a resource.How to Deal: TRANSITION TO 1. 4. Go with the flow. GESB Training & Development 56 . 3. 5. Go for the polarity response. 2. Leave the door open.
3. Show them the future. 2. Interrupt and get specific. Shift the focus to solutions.How to Deal: BE AN 1. 4. GESB Training & Development 57 . Listen for the main points. 5. Draw the line.
Task Focus Passive Intent: Get it Right Intent: Get Along NORMAL ZONE Intent: Get it Done Aggressive Intent:Get Appreciated People Focus GESB Training & Development 58 .
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People don’t perform well? … because they don‟t know-•what to do •when and where to do it •how to do it •why they should do it GESB Training & Development 60 .
Why people resist learning: fatigue. anxiety. attitude. boredom. GESB Training & Development GESB Training & Development 61 . personal problems. inherent. stress. varying levels of learning. time limitation.
GESB Training & Development 62 . •there is knowledge of progress. •things are taught the way they are to be used. •there is active participation in the learner.When do people learn best? •there is motivation to learn.
•appreciates informal environment. •must want to learn. •can evaluate his/ her own progress. •can diagnose his/her own needs. GESB Training & Development 63 . •relates training to the real world.Characteristics of an Adult Learner: •has relevant knowledge or skills. •learns best by doing.
GESB Training & Development 64 .What usually prevents an adult from learning? •pride •inherent perception of training •fear of being criticized •past negative training experiences •not properly informed •order of set priorities.
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Negative feedback is to correct. GESB Training & Development 66 . Positive feedback is to reinforce. 1. 2.What is FEEDBACK? … the response from a receiver a control mechanism to change future behavior since we cannot manage the past.
Principles of Giving Feedback Describe what you see. Be specific. Comment on the action. Look always to build the person‟s self-esteem. without judgment Give information not advice. Speak for yourself (use “I”). not the person. GESB Training & Development 67 . help the person develop his/her own. Don‟t offer solutions.
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Constructive Feedback first: Informal Immediate Brief Specific Correct performance at the time of the incident Record specific incidence and times when you have observed the behavior has occurred. GESB Training & Development 69 .
“What if he/she responded NEGATIVELY…?”
•Avoid getting into a fight. •Listen to the reason for disagreement. •Accept that you understand what he feels. •Do not take it personally. •It is the message he may be reacting to. •Explore areas for agreement and growth. •Re-establish rapport immediately.
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…is doing the same thing over and over again and expecting different results…
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“People learn by themselves. But they will not learn unless they want to learn.”
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and not to destroy or get even with the employee. build the employee. to correct a wrong act and prevent it from recurring. GESB Training & Development 74 .A constructive disciplinary action imposed upon an employee who disobeyed or disregarded an order or rule.
3.1. anger or abuse. Ask your staff the reason for committing the mistake. GESB Training & Development 75 . Listen to his “why”. Get all the facts relevant to the issue. Balance the issue and the personality of your staff so that you‟d be able to determine the best way of handling him. Present the facts to avoid denial of the charge. Be firm in your words and explain it clearly. 6. 5. 2. Do it calmly in private and never in front of others. Avoid sarcasm. 4.
7. GESB Training & Development 76 . Do not nag. Fit the reprimand to the individual and to the offense. Be tactful and constructive.Follow up with a casual and friendly contact at his workplace. the reprimand is over. 10. When the staff has admitted the mistake. 8. 9.6. Show confidence in him. Avoid threats. Motivate him to do better and let him know the incident is closed.
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“Effective motivation starts with the one who motivates--The Manager” GESB Training & Development 78 .
Refuse to bend or break policies. and rules to suit their own convenience. GESB Training & Development 79 . Set challenging goals for themselves and expect and encourage their employees to do likewise. procedures.MANAGERS AS EFFECTIVE MOTIVATORS ARE THOSE WHO… Attempt to be sound role models for employees to pattern themselves after.
MANAGERS AS EFFECTIVE MOTIVATORS ARE THOSE WHO… Go to great lengths to ensure that their employees receive appropriate praise and recognition for their accomplishments. GESB Training & Development 80 . Would never take credit for their employees‟ ideas and achievements. Believe that employees are looking for more from their work than material rewards such as pay and fringe benefits.
MANAGERS AS EFFECTIVE MOTIVATORS ARE THOSE WHO… Assign the type of work to employees that will help them improve and expand their skills. exercise their own initiative. GESB Training & Development 81 . and qualify for advancement. Give employees the opportunity to participate in decisions that will affect their jobs or working environment whenever possible (Participative Management). gain confidence in their own abilities. Use delegation as a motivational tool whenever appropriate.
Take COMMAND. GESB Training & Development 82 . and DEMAND as much from THEMSELVES as they do from their STAFF. LEAD by example.
FEAR OF LOSING JOB OVERTIME MEANS MORE MONEY RESENTMENT BORING JOBS LOSS OF FAITH IN THE LEADERSHIP OF THE ORGANIZATION GESB Training & Development 83 .
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People follow Leaders 86 .
“I” GESB Training & Development Makes work interesting Relies upon cooperation Says “we” 88 .THE INEFFECTIVE LEADER Drives people Instills fear Says “do” THE EFFECTIVE LEADER Guides people Inspires enthusiasm Says “let’s do” Makes work drudgery Relies upon authority Says “I”. “I”.
Have enthusiastic followers. Demonstrates a good understanding of the human nature. 4. 5. Expects more from themselves. Take a constructively discontented view of the world. 2. Put the focus on getting things done right.1. Considers him/herself as a work in progress. GESB Training & Development 89 . 3. 6.
7. unwavering set of convictions or beliefs that serves as their guiding light. failure or rejection.Positive thinker. Not deterred by disappointment. 10. Relies on some fixed. 9. 8. Have both a “tough hide” and an ability to laugh at themselves. GESB Training & Development 90 .
MANAGING PEOPLE AND AVOID GRIEVANCE 91 .
1. Create self-managing work teams. e. Involve the employees in determining the company‟s and their own goals. b. not just a select few. GESB Training & Development 92 . Open up your books to all your employees.Lose your reins of power a. c. Encourage decision-making by all employees. Delegate tasks and authority widely. d.
Workers who do not take responsibility for the impact of their work.Potential Traps & Landmines: a. but not the authority necessary to get them done. c. Forgetting that old habits die hard. Delegating authority without putting appropriate feedback into place. d. Managers who delegate responsibility for certain jobs. b. and tasks. and it is far more difficult to undo years of hierarchy than you think. projects. GESB Training & Development 93 .
Expect workers to make their own decisions and be accountable for them.2. d. Foster employee responsibility a. c. b. Instill pride in the job and in the organization. GESB Training & Development 94 . e. Give employees the leeway to define the “right” outcome. Reward employees who take responsibility for product and quality. Give employees a sense of ownership.
Managers who take all the credit and give all the blame. systems and processes that do not hold employees accountable for their actions whether good or bad. Employees who avoid taking chances to improve products and services. c.Potential Traps & Landmines: a. b. GESB Training & Development 95 . Managers.
Reward leadership behavior. Expand your Leadership Circle a.3. b. Teach others to lead as well as to follow. GESB Training & Development 96 . c. Encourage employee initiative. and backed them up with a supportive environment.
customers. GESB Training & Development 97 . b. vendors and others outside of the organization.Potential Traps & Landmines: a. The process within the organization takes precedence over your work for clients. Managers who talk a good story about giving workers leadership opportunities but punishes those who speak up or try something new.
Potential Traps & Landmines: c. Few individuals dominate leadership opportunities within an organization to the exclusion of other employees. d. Leaders who do not take responsibility for the impact of their decisions create an Evaluation System GESB Training & Development 98 .
4. Foster Horizontal Teamwork > encouraging employees to work together to solve problems and ensuring that teams have the authority to put their solutions into action. GESB Training & Development 99 .
Foster Horizontal Teamwork a. Charge horizontal teams with organizationchanging goals. Create a team-oriented organization that values self-management.4. b. Training & Development 100 . c. Encourage the development of informal teams. Cross-train employees e. d. Provide team resources.
Teams that outlast their reason for being. Groupthink c. d. Aggressive employees who hijack the team process. Training & Development 101 . Vertical teams that draw on only one department‟s expertise.Potential Traps & Landmines: a. b.
Encourage and reward honest and open dialogue. c.5. Change the Culture of Communication a. Make it safe to communicate. Be non-judgmental. Focus communication on product and services. e. b. d. and not on function. Create new forums for communication. Training & Development 102 .
Managers who ignore what their workers. e. clients and customers are saying. Meetings that are a waste of time. Structural constraints to communication. 103 Training & Development .Potential Traps & Landmines: a. People who dominate discussions. d. Fear c. b.
ii. 104 GESB Training & Development . Define the problem or decision to be reached. i. iv. iii. using votes if necessary.6. Narrow down the list of possible approaches to a manageable number. Practice Consensus Decision-Making a. Have a PLAN to reach consensus. Agree on the objectives and goals for the issue being discussed. Brainstorm as many alternative approaches as possible.
6. look at the areas of disagreement and work to resolve them. Have a PLAN to reach consensus. vii. Decide on the best approach. viii. GESB Training & Development 105 . When consensus is reached. If consensus is not reached. adjust and compromise as required. v. Practice Consensus Decision-Making a. act on it. Discuss the pros and cons of each remaining approach. vi.
Encourage managers to look to employees for solutions.6. e. d. Work to resolve differences between employee points of view. c. Practice building consensus. Practice Consensus Decision-Making b. Solicit “what if” proposals from all employees (and then seriously consider them). GESB Training & Development 106 .
Lack of clear organizational mission. GESB Training & Development 107 . c. People spending too much time talking and not listening. Mistaking one dominant voice for consensus.Potential Traps & Landmines: a. b.
WHAT IS GESB Training & Development 108 .
Opportunity and motivation may be addressed through performance coaching. The employee to provide a solution and actions for their own performance improvement) 3. Analyze the problem to determine if it is due to lack of skill. knowledge. motivation Skills and knowledge can be dealt with through skills training or coaching. opportunity..PRE-REQUISITES OF TEAM COACHING 1. Determine what outcome you want from the session ( i.e. 2. GESB Training & Development 109 . Plan what you want to happen.
tell me why… what happens when you…? what might happen if you continue to…? what actions will you take to…? 7. you want them to say more than yes or no). Prepare open questions that you can ask to get the staff member to participate and respond specifically (i. agree on specific actions that the staff member will undertake to improve their performance and a timeframe for doing so. GESB Training & Development 110 .e. At the end of the session.PRE-REQUISITES OF TEAM COACHING 6.
Skill 2.PERFORMANCE PROBLEM ANALYSIS Ask if the Performance Problem is due to lack of… 1. Opportunity 4. Motivation GESB Training & Development Do they know how to do it? Do they know what and why it has to be done? Are the circumstances right for them to do it? Do they have the will to do it? 111 . Knowledge 3.
What are some other open questions? 7. What will be your opening question? 6. 112 Yes/No GESB Training & Development . Schedule the session. Have you recorded and reviewed performance data? 4. How will you introduce the session? 5. Is it a S/K/O/M problem? 2.PERFOMANCE COACHING WORKSHEET 1. What are some of their likely answer? 8. What is your desired outcome for this coaching session? 3. What is the performance problem? a. What is the actual performance? b.
DO: prepare listen show confidence and enthusiasm respect and support members. use member‟s name give feedback note important things be receptive to their responses joke if time permits look at the staff direct and monitor progress GESB Training & Development DON‟T: Assume talk about yourself a lot‟ present yourself as an expert of everything get personal over praise ignore or concentrate on one member discuss anything irrelevant let anybody get off track go out when group is working on teams lose objective 113 . keep track of time. praise clarify key points.
if any) explain expectations eg. Coaching Plan 1.On-the-Job Coaching A. Preview> prepare for the session/ trainee Determine session purpose and objectives Make task checklist OR 2. if any.e. Review material trainee will use. 3. task checklist or training material. How they will be evaluated. Prepare the trainee: explain session time and duration tell them what they have to do during the session explain the purpose and objectives of the session explain the task (i. answer any questions GESB Training & Development 114 .
Prime > demonstrate/ instruct Step demo process Use task checklist 5. Further training. (skill check 7. mastery etc.On-the-Job Coaching 4.) GESB Training & Development 115 . Praise> acknowledge achievements Congratulate Determine next step (eg. Perform> confirm achievement and competence Trainee performed task successfully on their own or Trainee completed training material Confirm competence has been achieved. Prompt > trainee practices using checklist Give them task checklist to follow Trainee performs the task (coach hands off) Observe and provide corrective feedback 6.
Demonstrate Do it while they watch Remember learner‟s point of view Consider pace and movement Talk before and after. Explain context Why the task is important.On-the-Job Coaching B. Demonstration 1. Ask questions to get them thinking (explain what you will do during the demo) 3. How it fits into the “big picture” 2. Go over checklist Show checklist and explain the task. not during demo Summarize actions GESB Training & Development 116 .
) GESB Training & Development 117 . Ask questions that direct them to important points (they may not be obvious to the learner)... Use questions. (did you see when?.. Highlight critical factors Point out and explain the bits that are important/critical to accurately accomplish the task.On-the-Job Coaching 4. Explain self-monitoring points. Tell them the signals to watch for to indicate they are doing it correctly.. 5. what happened when I did?.
On-the-Job Coaching 6. Get trainee to tell you when a monitoring signal happens. Repeat demonstration. Summarize the task (get trainee to tell you when a monitoring signal happens) 7. Repeat the demo. Tell me what to do… Show me how… What did you notice about…? Tell me what this does… GESB Training & Development 118 . Ask questions that will tell you if they have understood what to do and how to do it. get them to watch for the self-monitoring signals. Check understanding Asking them if they understand will not show you that they do.
END 119 .
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