1. Solving People Problems on the Job: Kelley School of Business X420 Discussion Session #71

2. Teams made up of dynamic, creative individuals will almost always
suffer from periods of conflict.
Sometimes this may arise from the team dynamic itself, at other times it may arise from management behavior.
As a team member, or as a team leader (official or not), once you know and have control of yourself you can contribute positively to resolving conflicts that face your team
Periods of conflict can be very fruitful – competing ideas often result in hybrid solutions to problems that are innovative and effective.

3. …no, this is the WRONG attitude for dealing with problem folks…
Teams are, inevitably, made up of individuals.
Many individuals have what may be politely termed “problem personalities”
…no, this is the WRONG attitude
for dealing with problem folks…

4. To deal with a negative person you should…
Determine your level of involvement
Try to understand where they’re coming from
Influence their attitude
Help resolve the source problems
Recover from the experience
Just how involved are you, or must you become, with this individual. On the same work team? In the hierarchy of your office environment, what are your respective positions? Personal involvement?
You don’t have to agree with them to try and understand the source(s) of their negative attitude(s), but you will need to understand them to cope. Empathy!
You can influence their negative attitude by example, offering support and friendship, or simply listening sympathetically to their list of woes. Sometimes all a person needs is a sympathetic ear.
Trying to help resolve the problem(s) that are the source of their negative attitudes can be a positive experience for you AND the negative individual
Whatever the result, be sure to take the time to recover from the experience of dealing with all those “negative vibes.” Attitude maintenance!
As a last resort, burn some white sage to enhance yin yang and rid the environment of bad vibes!

5. Research shows that the most significant roadblock to effective teamwork is….
RIGIDITY

6. Sometime it just makes sense to inflexibly follow the rules…
Rigid behavior is partly reasonable and partly unreasonable.
Sometimes it is only reasonable that one strictly adhere to a set of precepts or rules.
There are other times when rigid behavior is unreasonable….

7. Research indicates that the major factor in unreasonable rigidity is…
FEAR

8. Among working teams, self esteem is a major fear factor
Fear, and rigidity in belief or opinions, can lead to anger and conflict.
For instance, individuals may fear that
- they are not taken seriously, or are considered insignificant;
- they will be seen as incompetent;
- they are disliked by other members of the team.
In my experience these three elements of fear are the most common, nearly universal, and frequently are found in combination within the same individual.

9. As a member of the team, or as a team leader, the goal is to avoid or eliminate conflict.
To do this effectively, one needs to understand the root causes of team conflict.
..the illustration shows two mules figuring out for themselves that they need to work together, and HOW to do so. Unfortunately, many teams cannot do this without leadership intervention. Once things have gotten to the point of major internal conflict, a “can’t see the forest for the trees” syndrome sets in and individual members need an outside point of view.

10. The ways in which team conflict occurs are as varied as the individuals who make up the teams. As long as rigidity of thought and attitude rules the day, there can be no effective solution.
It is exactly because of the variety of the individuals involved in team conflict that team leaders – whether official of de facto – MUST be flexible in their approach.
So, what do you do?….

11. Basically, people tend to fall back on rigid approaches to problem-solving when other avenues do not seem to be available.
Of course, it is best to establish a supportive team environment and atmosphere at the outset of the team effort. But when teams begin to fall apart, good leaders can salvage them.
In either case, the means toward effective, flexible teamwork remain the same…..

12. You must create and support a team environment of OPENNESS, TRUTH,
The solution to creating compatible teams is simple, but it sure is not EASY.
You must create and support a team environment of
OPENNESS,
TRUTH,
HONESTY
and SELF-AWARENESS.
If this sounds too New Age, ignore that. Fact is that teams that ignore these principles almost ALWAYS fail in some fashion.
”SERENITY”

13. While not necessarily as simple as “The Good, The Bad and The Ugly”,
“Problem Personality” types
Today we will discuss the most prevalent of these:
The Deadweight
The Leech
The Backstabber
The Jabber and
The Know-It-All
The Empire Builder
We’ll also discuss ten of the best ways to deal with problem people on the job.
While not necessarily as simple as
“The Good, The Bad and The Ugly”,
problem personalities do fall into
some generally recognized archetypes….

14. The DEADWEIGHT …they never pull their fair share of the load,
everyone else has to do more to compensate...
Effectively dealing with The Deadweight includes:
Confront them in private
Control your anger
Tell them what you see
Describe the consequences to you, your colleagues, and them
Conclude with a strong assertion
> PRESENTER: Ask if any of the audience has had to work on a team with a Deadweight…if so, how did they handle it?
>PRESENTER: Point out the “manager” comment – “closer direct supervision” can range from simply having the Deadweight check in on progress regularly to full scale probationary action leading to dismissal.
If you are a manager of a Deadweight, closer direct supervision
may be necessary to change this behavior pattern.

15. The LEECH … they always want to talk when you are busy,
inconsiderately taking up your time …..
Effectively dealing with The Leech includes:
Don’t be insensitive to them
Set a time when you can talk later
Show that you want to be sociable
In extreme cases you may need to
excuse yourself
> PRESENTER: Point out to the class that while a Leech might be annoying, and waste work time, this personality type is one of the least destructive of the archetypes discussed
A Leech may well be very productive in his or her own right

16. (your team will thank you)
The BACKSTABBER
… two-faced and untrustworthy, they try to undermine you, spread rumors and try to hurt your career …..
As opposed to the passively debilitating Deadweight and the moderately irritating Leech, the Backstabber is an actively malevolent presence on any team
Ways of effectively dealing with The Backstabber include:
Remain calm
Be sure of your facts -- back-stabbing or misunderstanding?
Confront them privately
Be firm - tell them that you expect
it will stop or
there will be consequences
Simply and calmly report the facts
to authority
to team members
Team leader? Quash this poisonous behavior.
(your team will thank you)

17. The EMPIRE BUILDER
… they try to get more power and will step all over you to get it …..
Empire builders can be very useful if handled correctly
Their drive and energy can be harnessed if you can construct effective win-win partnerships with them
The ego of the empire builder is always a pressure point
Ways of dealing with The Empire Builder include:
Avoid a power struggle
Appeal to mutual gain and organization performance
As a last resort, appeal to higher authority

18. The JABBER
… the playground bully grown up, they pick on every weakness they see, a practical joker who just does not get it…..
Second only to the Backstabber, the Jabber sows distrust, unhappiness and hurt within the team
Unlike the Backstabber, leadership intervention is probably less effective than direct colleague-to-colleague confrontation
Dealing with the Backstabber entails:
Calling their behavior as what it is - harassment
Calling them on their activities, that is that -
they are hurting others
they are hurting the team
Not encouraging them by laughing at their so-called “jokes”
Demanding a change in behavior, not just an apology

19. The KNOW-IT-ALL … they always know a better way of doing
anything, and cannot wait to tell you. ... Their advice is freely given but not always
welcome…..
This is one of my personal, top o’ the list irritants…it is also one of the behavioral traits that I sometimes have to suppress in myself
Offering to help someone with a task you have previous experience with can be touchy – don’t come across as a know-it-all!
The “positive side” of an encounter is the possibility that the Know-it-all will actually has useful advice and knowledge!
Ways of effectively handling the Know-it-All:
Keep your cool, don’t get overly defensive
Stress the positive side of your encounter
Stay centered -- take the advice sometimes, ignore it
sometimes
No one is right all the time, but refrain from gloating
when the know-it-all gets burnt

20. The Quiz: match up the quote with the type
1. “Zzzzzz….”
2. “What are you working on? Oh, the annual report. That’s due tomorrow, isn’t it? eh…well let me tell you, I had a horrible weekend….”
3. “You know, I wouldn’t want to point any fingers, but Mark managed to totally screw up that project outline –--oh, hi Mark! How you doin’ old buddy? You’re lookin’ great.”
4. “Look, I know my team has a full schedule, but we can handle this extra assignment, no problem. Just give us that corner office space and boost our supplies budget and we’re good to go.”
5. “Marie, fashionably late as usual! And Todd, that unwashed hippie look is perfect for casual Friday! Of course, it is Monday….”
6. “This reminds me of the Perkins account fiasco, been there - done that! Of course, you’ll want to get Research cracking on the precedents right away. That’s what I did. You will have you’re hands full, let me tell you. Why, I remember….”
> PRESENTER: You may want to pass out copies of this slide for audience to use.
> presenter: Have members of the audience match up the quote with the “problem person” type.
The Know-It-All
The Empire Builder
The Deadweight
D. The Jabber
The Leech
The Backstabber

21. So...how de we cope?
… there are ten coping behaviors that will give you an edge in dealing with all kinds of problems AND problem people you will encounter in the workplace.

22. The Ten Commandments I. Expect the best
II. Listen before talking, think before acting
III. Get to the point
IV. Change what they do, not who they are
V. Model the behavior you desire
VI. Adapt your approach to the person
VII. Protect dignity and self-respect of others
VIII. Appeal to self-interest
IX. Rejoice at success
X Cut your losses with remorse, not guilt
Most of these “commandments” are simply elements of intelligent, civilized behavior
Virtually every religion or human belief system has an element of the “Golden Rule” -- Do unto Others, etc. This is always a good basic rule of behavior. Period.

23. II. Listen before talking, think before acting
I. Expect the best
Establish and maintain high standards
II. Listen before talking, think before acting
Demonstrate the courtesy you expect from others
III. Get to the point
Do not assume telepathy - say what you mean
>PRESENTER: Take the time to discuss each of these commandments, giving anecdotal info where possible
“By expecting the best of ourselves, as well as others, we bring forth the best in those around us”
“In order to act rather than react, one must listen and think first.”
“No one can read your mind, you must speak it. But please be succinct - we don’t want to know the route your thoughts take, but their destination.”

24. IV. Change what they do, not who they are
You cannot change people,
settle for changing behavior
IV. Model the behavior you desire
Be an example
“As a leader your responsibility is for deeds, not personalities.”

25. VI. Adapt your approach to the person
People are individuals, not widgets
VII. Protect the dignity of others
Everyone has individual worth
VIII. Appeal to self-interests
Enlightened self-interest is a strong incentive
“Flexibility and adaptability are the hallmarks of effective leadership”
“Everybody is somebody.”

26. X. Cut your losses with remorse, not guilt
IX. Rejoice at success
Give credit when problem behavior changes
X. Cut your losses with remorse, not guilt
Hey, sometimes nothing works -- Move On.
“Celebrate victories, learn from defeats.”

27. Whether dealing with or with
The principles of resolving personality issues on the job come down to a few basics:
 Honesty and openness
 Integrity
 Tact
 Flexibility
Those of you who have – or will – attend sessions on dealing with “Team Conflict Management”, or on “Leadership”, may notice a pattern here. It is not an accident.

28. Negative Attitudes = Difficult People
Among the most difficult - the “Hostile Aggressive” types…
The Sherman Tank….
The Sniper….
In a typical group of people, less than 10% are habitually difficult to deal with, but they cause more than half the stress on relationships
These, of course, are the ones that typically take the most attention and effort in any group dynamic
The hostile aggressive types are perhaps the most difficult and the most numerous – they can be classified into three main categories
The Exploder….

29. The “Sherman Tank” ...they bully and push people around….
Stand up to them
But don’t get into an argument
Maintain a civil but undaunted composure
Keep your cool
Once you’ve stood up to them, be ready to be friendly
They intimidate, using their physical presence and personal attacks to assault others who they see as less self-confident
They WANT you to argue with them, so don’t
If you happen to win an argument with them they’ll plot to get even, so avoid argument but refuse to be bullied
“I disagree with you”, “I don’t see it that way”, “We disagree, so how do we resolve this issue?” – all phrases that tell the Sherman tank to back off
When they interrupt you to come at you – and they will – stand up to them and say “Mr. Knight, you interrupted me.” Repeat as needed. You WILL need to do so.
Sherman Tanks, if handled correctly, will often become friendly, seeing you as a strong person who is not to be discounted and cannot simply be bullied

30. The “Sniper” …they are sarcastic and critical…. Smoke them out
Polite confrontation in private about the “jokes”
“Did you mean it that way?”
Challenge them every time in this manner
KEEP YOUR COOL!
Have very strong sense of how others should think and act, like Sherman tanks, but they attack from cover taking potshots
Victims provide that cover since they don’t want to make a scene, don’t want to openly acknowledge the attacks
Snipers, like Sherman tanks, like to play to the crowd, so you can smoke them out more easily in private at first
Confrontations should always by cool and concerned
“Did you mean it that way?” gives them face-saving exit possibilities
Be prepared for 2 standard ploys
“Oh, you’re too sensitive!”
“What’s the matter, can’t you take a joke?”
…… deal with these the same way – “THAT comment also seems like a subtle dig. Did you mean it that way?”

31. The “Exploder” …normal one moment, out of control the next….
After explosion, do nothing but look them in the eye
Take a break, get some privacy
Offer a pragmatic plan of action
KEEP YOUR COOL!
This kind of behavior is based on childhood tantrum paradigms
DON’T challenge the explosive behavior, interrupt it politely, get the exploder to take a break and continue the meeting shortly
Talk with them privately, make constructive suggestions on dealing with the root situation
A display of true concern for the exploder’s feelings and problem can go a long way

32. “If you can keep your cool when all about you are losing theirs….”
You may have noticed a theme here….
Keeping calm, collected and focused will see you successfully through almost any personal confrontation
To misquote Kipling,
“If you can keep your cool when all about you
are losing theirs….”

33. The “Complainer” will whine about everything.
Listen actively
Get them involved in solutions
Don’t apologize
By listening actively, and repeating back via paraphrase, you let them know you are listening without necessarily agreeing
Frequently the complainer will actually have pinpointed actual problems or issues
Getting them involved in solutions turns their negative attitudes toward something positive
Ask specific problem-solving questions
They’ll either get into solution mode, or dodge off to go complain elsewhere

34. The “clam” – silent and unresponsive no matter what.
After opening conversation, go silent
Friendly silent stare
Non-confrontational comment on the silent treatment
Emphasize how important the work is
Schedule another meeting
Some are silent because they are confused, or power-playing by denying you info
Once you’ve inaugurated the conversation, ask them open-ended questions like, “So what are your reactions?”
The friendly silent stare is
A slight smile
Eyebrows slightly, quizzically raised
Direct gaze
“You haven’t said anything, what’s happening?”, “Talk to me will you?”
If none of this works, let them know that getting the task done is important to you and the organizations
Show a little exasperation at today’s “no talk, no progress” – but NOT anger – and schedule another get together…frequently the Clam will open up then

35. The “super-agreeable” -- always says yes, and usually let you down.
Strongly state your sympathies with their workload pressure
Offer to help them get the job done
Go for “win/win” compromises so they can relax.
Don’t keep accepting false agreements
The “super-agreeables” have strong needs to be liked and accepted, will agree to more than they can do
Their actual workload is immaterial – like much in life it is the perception, their perception in this case, that counts the most

36. “Naysayer” – says no to anything
Come back with a positive but realistic statement
Never argue with a negativist
Acknowledge what they say
Show alternatives
Explore worst case scenarios
Be ready to act alone
Believe they have little control of their own lives, are convinced that those in authority can’t be trusted, and are frequently overwhelmed by the despair that life can bring to any of us

37. The “Know-it-all” is always right….
Paraphrase back at them their solution
Propose alternatives as questions
Give them a way to save face when
they’re wrong
Know your facts
Be positive (it’s an attitude thing)
Thank them for their help
There are two kinds of know-it-alls: Bulldozers and Balloons
Bulldozers have THE right answer – anything else is an insult
Balloons -- Phony experts, full of hot air and thin-skinned

38. The “Indecisive” waits until you or chance decides for them.
Ask them for help with specific task problems
Offer your problem-solving ideas
Find out the real reason for indecisiveness, and help
Give them your support after decisions are made
Indecisive people frequently do not want to hurt others by acting too precipitously, or at all
By asking them for their help with problems they see, you disarm this tendency
Once you know why they are delaying, offer constructive help is getting past that hurdle
By offering your support after a decision is made they get positive reinforcement

39. Your positive attitude is your best weapon
in dealing with difficult people.
Be open and honest
Keep your smile
Stay frosty, don’t let anger divert you
Calm directness will win out
Cultivate patience

40. help overcome team conflict …
You can
help overcome team conflict …
The success of the team, and the team leaders, in managing these conflicts will result in the team jelling and producing superior results.
Flexibility,
trust and
honesty are keys to successful teams.
…BUILDING A WINNING TEAM

41. Solving People Problems on the Job: EVALUATION QUESTIONS
I found the presentation material
easy to understand.
2. This Advantage session increased
My knowledge of the subject presented.
3. I will be able to use some of the
Information from this session in the future.
USE:
a. Strongly agree
b. Agree
c. Disagree
d. Strongly disagree
e. Don’t know
4. The presenter was well prepared for this Advantage session.
5. This presentation should be repeated in future semesters.