NDCEL October 21, 2011 Bismarck, ND Let's Put The FUN back in Dysfunction: Dealing With Difficult & Resistant Employees Foundation #1: Applied Research Leadership 1) Are You Prepared to Lead? -Page 1 2) Mann’s Leadership Research -Page 2 3) Top Skills Needed: Successful Leader- Page 3 Organizational Conflict 1) Why Teams Fail - Page 4 2) Causes of Organizational Conflict - Page 5 Foundation #2: Planning Planning Funnel - Page 6 Outcome Diagnosis - Page 7 Vision & Mission shortcuts - Page 8 Priorities Worksheet - Page 9 Foundation #3: Handling Difficult Employees Leader's Window - Page 10 The Aggressor - Page 11 The Saboteur - Page 12 The Know-It-All -Page 13 The Procrastinator -Page 14

Are You Prepared to Lead? In a time of near-constant change, leaders must prepare their minds for the unknown challenges ahead. Begin by mastering these eight essential skills: 1) Observing 2) Reasoning 3) Imagining 4) Challenging 5) Deciding 6) Learning 7) Enabling 8) Reflecting Source: Johnson, L.K. (2006). Are you prepared to lead? Harvard Management Update. (Vol 11, #3; March 2006). -1-

Personality Factors Positively Correlated With Leadership Intelligence Adjustment Extroversion Dominance Masculinity Sensitivity Source: Mann, R. (1959). A review of the relationship between personality and performance in small groups. Psychological Bulletin. 56: Contained in: Johnson, D.W. & Johnson, F.P. (1997). Joining Together: Group Theory and Group Skills. Boston: Allyn & Bacon. -2-

Top Skills Needed: Successful Leader 1) Communicate well 2) Ability to Stay Focused 3) Ability to Collaborate With Others 4) Keep Overall Perspective 5) Learn 6) Prioritize Tasks -3-

Why Teams Fail Why managers say teams failed to meet expectations: Goals unclearxxxxxxxxxxxxxxxxxxxxxxx 55% Changing objectivesxxxxxxxxxxxxxxxxxxxxxxx 55% Lack of accountabilityxxxxxxxxxxxxxxxxxxxxx 51% Lack of management supportxxxxxxxxxxxxxxxxxx 49% Lack of role clarityxxxxxxxxxxxxxxxx 47% Ineffective leadershipxxxxxxxxxxxxxx 45% Low priority of teamxxxxxxxxxxx 40% No team-based payxxxxx 30% (USA Today - Tuesday, February 25, 1997: The Hay Group) -4-

Causes of Organizational Conflict Cause #1: Lack of Focus Issues Possible Remedies 1) Do/review/refine a shared Vision & Mission 2) Review & improve the link between philosophy & practice Cause #2: Issues With Processes & Practices Possible Remedies 1) Identify & apply “best practices” research 2) Identify norms & expected professional behaviors Cause #3: Interpersonal Issues Possible Remedies 1) Identify norms & expected interpersonal behaviors 2) Individual nurturing of employees by other staff & leaders Cause #4: Leadership/Followership Issues Possible Remedies 1) Identify expected leadership behaviors 2) Identify expected followership behaviors Cause #5: Conflict From Bad Behavior Possible Remedies 1) Tell people to stop it 2) Use the positive grapevine 3) Differentiated supervision -5-

Chainsaw Planning© System Overview -6-

Chainsaw Planning© Worksheet #1: Outcome Diagnosis PositiveLess Than Positive1)2) Intended3)3)4)5)1)2) Unintended3)3)4)5)  2004 Big River Consulting Group, LLC -7-

Sample Vision & Mission Statements Vision Statements Describe New Destinations. An ideal organization “We will become a top-ten University” “The best restaurant in town: Your first choice for fine dining” Ideal services “The Auto Glass Company that provides the best customer service” “The Restaurant that provides unmatched attention & service” Ideal lives “Developing a cure for cancer before 2010” Ideal products “Producing flawless vehicles at a reasonable cost” “A 200-pound buck hanging in a tree by 10:00 AM Saturday” Mission Statements are Job Descriptions. What an organization will do “Provide an excellent university education at an average price" "Provide the best food and the best service in our area" What services will be provided "We make our customers' lives easier by replacing all auto glass with no disruption in their work or home schedules" "Need credit? Bad credit? We arrange loans for anyone" How lives will be changed "Providing an exceptional environment & instruction, & first- class equipment to help our customers improve fitness" What products will be delivered "On-time delivery, every time" "A deer hunt with flawless planning & attention to detail“  2001 – Big River Consulting Group, LLC -8-

Chainsaw Planning© Worksheet #3: Prioritie s ( Write your organization’s new Vision here.) (Write your organization’s new Mission here.) Step #3: Identify between 4 & 6 Priorities. 1) 2) 3) 4) 5) (Optional) 6) (Optional) -9-

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Keeping Cool With Difficult People: The Aggressor Generally the aggressor can't stand wimps. The more you bow to them, the more aggressive their behavior will be. The best way to win them over is to stand up for yourself, but don’t be aggressive back to them. Try this instead: 1.Don't allow them to interrupt you. If they do, calmly say "Excuse me (name), you interrupted me" and continue what you were saying. 2.Be direct. Don't beat around the bush; give them thefacts. 3.Optional: Simply use the phrases when you.... (refer to their behavior); I feel... (say how it makes you feel (such as angry or frustrated);... because (the reason); I would prefer... (state what you want). Tymson, C. (2001). Intervention in School, v115, n1, p

Keeping Cool With Difficult People: The Saboteur This type of behavior has reached epidemic proportions. The saboteur will deliberately undermine your position by not telling you all pertinent information. He or she may also gossip behind your back, or blame you for something you didn't do. In short, they can cause big trouble if they are allowed to continue unchallenged. You should: 1. Confront them. 2. Create and maintain allies. 3. Keep good records. In the event of a showdown it can boil down to your word against theirs. It's therefore very important to be sure of your facts and have the evidence to prove them. Tymson, C. (2001). Intervention in School, v115, n1, p

Keeping Cool With Difficult People: These folks are always right and therefore won't listen to anyone else's point of view. Here's how to handle them: 1. Do your homework and get your facts straight. 2. Use “agreement phrases” such as "I appreciate what you're saying and..."; or "I understand what you're saying and...". Then make your point. 3. Seek some of their advice to flatter them and build rapport. Tymson, C. (2001). Intervention in School, v115, n1, p

Keeping Cool With Difficult People The Procrastinator Procrastinators tend to stall major decisions in the hope that they will go away. Procrastinators avoid making decisions with a stalling strategy to compromise between being honest and not hurting anyone. Here's how to deal with them: 1. Find out what their real concerns are. 2. Help them solve their problems with the decision. 3. If possible, keep the action steps in your hands! Tymson, C. (2001). Intervention in School, v115, n1, p