1. Team Leader Training Angry Captains
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2. Angry Captains
You have a researcher who does good quality work. However, she seems to have a tendency to put her foot in her mouth often. On two previous occasions, you have had to contact the officer (different persons) with whom she was working to smooth things over. Now, a Captain is on the phone with you telling you that he never wants to lay eyes on your researcher again. You definitely see a pattern with this researcher.

3. Q1. What do you say to the captain?
Question & Answer Session
Q1. What do you say to the captain?

4. Q2. What do you say to the researcher?
Question & Answer Session
Q2. What do you say to the researcher?

5. Q3. What do you say to your chief?
Question & Answer Session
Q3. What do you say to your chief?

6. Q4. How do you go about solving the problem?
Question & Answer Session
Q4. How do you go about solving the problem?

7. Lessons Learned, Slide 1 of 3
Your first task is to find out what types of things this researcher is saying or doing to elicit such reactions. Hopefully you can calm the captain down and can gain some insight from him during your call. Begin your conversation with the researcher by asking her to tell you her view of the interaction she had with the captain. Since there have been several complaints from the Army you may have already decided that it is likely your researcher is at fault, but you need to listen to her side openly before you conclude it is her fault. If you can discern a pattern to the type of comments that are causing problems, provide specific guidance on your expectations for her performance. Try to impress upon her the notion of role reversal – to think about what the things she says sound like to the person on the other end of the conversation. You may also consider getting your chief involved to highlight the importance of maintaining ARI’s solid reputation in the Army.

8. Lessons Learned, Slide 2 of 3
Although you have heard from the angry captain in this case, there may be many instances where you do not hear about the inappropriate impression your team members may be leaving with others. A good practice is to arrange a hot wash after every major briefing or meeting , even if you were present, to discuss the events of the meeting and follow-on actions. Even if there was no ‘incident’ at the briefing or meeting, the hotwash is an excellent way to share your knowledge about how to interact with the military with your team members and to insure that all saw the outcomes of the meeting in the same way.

9. Lessons Learned, Slide 3 of 3
Convey clear expectations about communication with the Army to your team.
When dealing with conflict, seek complete and truthful information before acting on an accusation.
Move quickly in confronting performance problems.
Spend time solving the real underlying problem instead of just smoothing things over and moving on.
Help your subordinates learn from their mistakes.
Develop perspective taking on your team by encouraging researchers to consider their actions from others’ viewpoints.
A timely hotwash is a valuable method to review the outcomes of meetings and helps develop team members understanding.
Themes
Conflict Management; Developing Subordinates; Perspective Taking;
Setting Expectations