Articles - Temp Net

Who among us has not thought "Sherry would be an ideal employee if only she could learn to control her temper" or "Ron has great ideas but he's arrogant and doesn't respect other people's opinions."

The authority you have over workers like Ron and Sherry may seem unlimited - after all you gave them their job - but since you need them to get work done, they also wield power over you. So what's to be done? In this article, I will share ten tips that have helped me:

1. RECOGNIZE THAT YOU HAVE A CHOICE IN HOW YOU DEAL WITH DIFFICULT PEOPLE.

Troublemakers don't change, but by choosing a better approach you can change the outcome.

When hotheads like Sherry can't figure out how to cope with pressure, they can become belligerent. Instructing them to stop quarreling or telling them to relax doesn't diminish their hostility. Instead, wait until Sherry cools down, then ask her what would help salve her injured feelings. Listen carefully, without interrupting. Agree when you honestly can; when you disagree ask more questions. If you both stay calm and objective, you should be able to resolve the issue. Don't give in to ultimatums or personality clashes. Remind workers they need to function as part of a team. Be firm that you won't tolerate interference with your standards and warn them that if the disturbances continue, they'll be gone.

2. PUT PROBLEM PEOPLE IN PERSPECTIVE.

Difficult people are not concerned about you because they're too busy worrying about themselves. You have to figure out how to break free of their control.

Arrogant people like Ron often think they have places to go and are not about to let their dim-witted colleagues hold them up. Full of energy and ideas, Ron performs well, but runs roughshod over his colleagues, acting condescending and ordering them around. Your objective should be to encourage Ron's talent and productivity, but let him know directly that the only way he is going to succeed long-term is by working well with other staff members. Give him public recognition and challenging assignments. At the same time tell him you'd like to map out a plan and timetable to help him achieve the goal of getting the cooperation of his coworkers. Also, coach him on how to talk to people so his words are well received.

3. LET GO OF NEGATIVE FEELINGS.

If someone has angered or upset you, go somewhere private to vent your emotions and cool off. Concentrate on the positive result you really want, the consequence or outcome that most benefits you.

Barbara tells you the interview schedule were all taken care of when they weren't. Now the staffing coordinators are scrambling to adjust their schedules to fit the new times. Bluffers like Barbara are exasperating because they're deceptive. You think to yourself, "why didn't she just tell me she was having trouble and we could have made other arrangements?" Rather than blasting her, cool off and think about what her motivation might be. Sometimes stallers like Barbara do not feel listened to or are unclear about instructions given to them. Ask Barbara to restate assignments in her own words so you can be sure she understands. Ask about any concerns she may have. Also, offer her frequent non-threatening feedback.

4. LEARN TO RESPOND AS WELL AS LISTEN.

No one can read your mind. Come forward and state calmly that you feel annoyed, upset, enraged. Sometimes the offense was totally unintentional and can be easily resolved if allowed to surface.

Karen's placements are very good, but she appears overprotective of her desk. she often seems on edge and quick to make cutting remarks, even to her managers. Instead of avoiding Karen because her work is generally good, let her know her remarks are hurtful. Encourage her to talk to you and find better ways to express her anger or frustration. Together, as a team, probe deeper to get at the root of the problem or misunderstanding. Also, take a look at your management style to ensure that employees feel free to talk to you or their supervisors about their frustrations.

5. GIVE AND REQUEST FREQUENT FEEDBACK.

Don't stew about what someone may be thinking - ask ! Use open-ended questions to let emotional people vent their feelings before you try to reason with them and explore options. When you link your objectives with another's wants, not only do you have his attention, but you also both win something.

Ann skirts the rules and is just getting by with her work. She used to be one of your best workers but now she's late with her open order log, which other team members are depending on. Is she thinking she's invincible? How can I get Ann to perform up to her potential? What appears to be a self-centered employee may be a disenchanted one. Ask Ann what is bothering her and let her know she is a valued employee. Review the firm's incentive system with her so her need for recognition and reward is linked with goals you have set for the firm. Also, design a company-wide system for exchanging ideas on a regular basis and keep your staff informed. Circulate memos that report the latest developments that will affect their jobs and give special recognition for effort.

6. REFER TO POLICIES AND PROCEDURES. THIS STARTS THE DISAGREEMENT ON A PROFESSIONAL LEVEL AND PREVENTS BLAMING A PERSON'S ATTITUDE OR MOTIVE.

Sherry the hothead may have been taking out her frustration with an unfair system of bonuses by yelling at others. Ann might have been feeling demoralized because she didn't know how to get her ideas implemented. At times all that's needed is clarification of policies or a simple change in the system.

7. DEAL DIRECTLY AND DISCREETLY.

Choose face-to-face talks over memos that can be misconstrued, phone calls that can conceal facial reactions or ambassadors who do the talking for you. You don't want an audience for your personal disagreements. Confront your accusers tactfully, putting your foot down when others are walking over your.

8. DOCUMENT FOR SELF-PROTECTION.

In this era of wrongful termination and negligent hiring lawsuits, it's important to record problem behavior and the steps you took to correct it.

9. BE STRAIGHTFORWARD AND UNEMOTIONAL

The more you remain calm and matter-of-fact, the sooner you gain another's confidence. People want to feel you're leveling with them, no reacting to them. Remember that respect from other begins with self-respect. Don't continue a conversation with anyone who refuses to give you the courtesy you deserve.

10. BE GRACIOUS.

Someone else's rudeness doesn't give you the right to be rude. Turn a bad situation to your advantage by disarming the offenders, treating them with the kindness you'd like to be shown, sharing credit and allowing others to feel important. Make friends with your enemies - you never know when you'll need them. Others won't have to run you down to build themselves up if you're gracious in showing appreciation and giving recognition. When your own ego is healthy, you are rich. You can afford to be generous.

: TempNet Articles :