Managing Sticky Situations at Work

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Sticky Situations with Subordinates 83confused. But, you and Jeff and Rita were going to different places onthe same day, and I didn’t get a chance to do the recheck.’’Boss: ‘‘Are you saying, I put the wrong attachment to my e-mail toyou?’’Assistant: ‘‘This has happened before. We all are overloaded. But, Iusually double-check.’’Boss: ‘‘How can we prevent this from happening in the future? Idon’t want to be caught like that again.’’Assistant: ‘‘Maybe we can work on the schedule. It helps if we don’thave more than two major presentations leaving on the same day. Aslight adjustment would have helped all of us.’’Boss: ‘‘That’s a great idea. I’ll bring it up at the next team meeting.’’As Stone et al. suggest, when the boss and the assistant listen to oneanother without placing blame, they learn more about what caused theproblem and can look objectively for a solution.STICKY SITUATION #10:DISCIPLINING THE BOSS’S DAUGHTERIvan manages an architectural team, which includes two otherarchitects, Mac and Lois, and one assistant, Emily. The companydesigns retail structures often for local governments. Mac andLois have strengths that complement each other, and they workwell together. Lois has a bent toward keeping the project environmentallysound while Mac’s strengths lie in utility and contemporarydesign. Emily’s job is to support the team. She takes theplans to the production department, and she does some of the lettering.Emily complains that her job is boring. She often forgets topick up plans or to complete the necessary paperwork to makedeliveries. She rarely comes to work on time, and her lunch hoursstretch longer and longer each day. More often than not, Ivancatches her on personal calls or texting her friends during theworkday. Ivan has spoken to her about these problems, but sheshrugs and says, ‘‘I’m just bored. Why shouldn’t I talk to myfriends when I want? There’s not enough work here to keep mebusy.’’
84 Managing Sticky Situations at WorkUnfortunately, Emily is correct. Ivan hired her under duress.Emily is the youngest daughter of the firm’s owner, Mr. Whippet.Whippet asked Ivan to give Emily something to do. At the timeIvan needed a part-time gofer, someone who could run theerrands for the team. In the past he hired students from thenearby college. Whippet explained to Ivan he wanted Emily towork full time, and he confidently stated, ‘‘I’m sure she can dothe gofer’s job.’’One of Ivan’s biggest problems is that Emily’s behavior is causinga rift within the team. His otherwise smooth-functioningworkers are showing signs of frustration. Mac and Lois snap ateach other and argue over designs. Because they have to waithours on plans that are overdue in production, they are both irritable,not with each other, but with Emily. When Emily finallybrings the plans, they have to work long and late hours to get theproject completed on time. Mac and Lois know Emily is Mr.Whippet’s daughter, and they realize that Ivan’s options are limited.Ivan suspects that their tolerance is running out, and hefears one or both will decide to leave the company.APPLYING THE SAY IT JUST RIGHT MODELDECISION POINTSIvan determines the costs. Mr. Whippet made it clear to Ivan thathe could not fire Emily. When Ivan told Mr. Whippet that he neededa part-time intern to run errands for the team, Mr. Whippet said,‘‘My daughter would be perfect.’’ Ivan told him he would prefer a student.But Mr. Whippet said, ‘‘My daughter is better than a studentbecause she’s smart and capable. This would be a chance for her tolearn the business. I’m counting on you to mentor her. She is young,though, Ivan. You’ll need to bring her along slowly, but I have confidenceyou can do it.’’ Ivan asked him, ‘‘What if it doesn’t work out?’’Mr. Whippet said, ‘‘Well, it just better, right?’’ He laughed and pattedIvan on the back. The implication was clear.If Ivan fires Emily, he may very well lose his job. On the other hand,if he does not do something about her performance, he may lose oneor two valuable employees. Ivan decides that for the sake of the team,he has to show some leadership.Ivan sets his limits. Ivan decides that Emily must come to work ontime, and she must get the tasks done on time. He cannot have her
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ContentsIllustrationsviiAcknowledgm
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AcknowledgmentsAs a disclaimer, all
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xiiIntroductionis the word that oft
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xivIntroduction4. You supervise a g
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Chapter 1The Say It Just Right (SIJ
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The Say It Just Right (SIJR) Model
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Chapter 2Personality OverlayAtthiss
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Personality Overlay 19BOLD PERSONAL
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Personality Overlay 21energy seems
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Larry is clearly a Technical person
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Personality Overlay 25‘‘John kn
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Personality Overlay 27Resolve the I
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Chapter 10Sticky Etiquette Situatio
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Sticky Etiquette Situations 165Rita
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Sticky Etiquette Situations 167mone
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Her intent with this question was n
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202 Appendix 14. True5. False6. Fal
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204 Appendix 1Strategic interviewer
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206 Appendix 2360 By Design®—Des
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IndexAdjourning Stage in groups, 10
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Index 211hot seat, 35-39How Good a
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Index 213Teenage Daughter Is Busted
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