Recently I was discussing with a friend the importance of facts or evidence in conversation. My friend told me the following story about a wayward son. It seems that his son was staying out all hours of the night and coming in early in the morning. The situation was creating some conflict with my friend’s other teenage children.
I really believe that what begins well ends well. It is important to begin a conversation in such a way that allows the other person to hear and think about your message. Recently, I sat and observed a senior leader begin his conversation with two directors by stating, “As you are probably already thinking….” One director looked at the other and then at their leader and said courageously,
I once worked with a company during a change initiative when a company’s business was not going particularly well. The CEO called a meeting of his upper management to discuss how things weren’t going particularly well. A huge process change was three months behind schedule and already $20 million over budget. He began by opening the meeting with, “I want to know who is responsible for the mess we are in, so we can fix this.”
Not long ago, I was watching the movie, Hunter Killer, starring Gerard Butler. It is the story of a submarine commander who is tasked with rescuing the Russian president who has been taken captive by a rogue minister of defense.
Jane was sitting in an online meeting where current deadlines were being discussed among team members. At the close of the meeting, Jane’s manager asked if anyone had any other concerns that needed to be addressed. Jane broke the team’s silence by stating that the IT group had committed to solve a software problem for one of her clients by July 1st.
Have you ever worked with or met someone whose regular answer to anything they are asked to do is usually “No!” Or perhaps every time you offer an idea, they say, “Yeah, but....”
A good friend of mine recently sent me a link to an interesting article. It seems a summer intern was not particularly happy with the strictness of the company’s dress code. This person decided to let the issue go until it was discovered that another company member was allowed to wear cloth shoes and sometimes running shoes.
.png)
We are all familiar with the Hans Christian Anderson story of the emperor who thought that he was arrayed in magnificent attire when in reality he was naked. And yet, no one would tell him what was obvious to everyone.
In one of the first cultural change projects that I worked on, I was tasked with teaching company members process improvement and critical thinking skills. The organization was committed to involving everyone in improving their processes and making a difference in the way they served customers with increased efficiency.
Last November, I wrote a blog post about dealing with difficult people. I told a story of coming together for a family dinner at Thanksgiving.
When I first started working in the field of organizational development, my mentors told me three things that I always needed to remember about change: people don’t like it; people don’t understand it; and people won’t like you for trying to implement it. For the most part, I believe that is the case. Why?
A number of years ago, I was asked to coach an individual who had pretty much alienated everyone with whom he worked. When I was asked to work with him, I asked why his rehabilitation was so important. His senior leader indicated that he was extremely competent, but that he was interpersonally challenged.
A few years ago, I had the opportunity to watch one of my favorite college basketball teams win their quarterfinal contest in the NIT. What was so memorable about this game was that one of the team’s long-time stars played even though he was very sick. He contracted the flu before the game and was not expected to play.
I had a previous boss who would go off like a volcano anytime the results that we produced did not meet his expectations. He was so volatile in his reaction to bad news that other members of our law firm urged him to get some professional help in order to keep the rest of the staff from quitting. When he was caught off guard, nothing seemed to stem the tide of his anger. When this situation occurs it is never easy. Most of the time we would rather jump off a cliff than face the prospect of giving bad news to a superior. Nevertheless, there are a number of steps that you can take to improve the, “Bad news, Boss,” scenario. Hopefully you will find these useful in addressing a negative situation.
Recently one of my trainees went through her annual performance review. She received an unsatisfactory rating in one area because her manager told her that she was too argumentative. When she asked what that meant, she was told that she asked too many questions.
