Managing Sticky Situations at Work

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Sticky Situations with Subordinates 89we’ve seen over and over with the SIJR Model, you need to encouragedialogue. Do not make all the suggestions and assume the personwants you to take control. Harkins adds that once all possibilities areclear, be willing to make calls or refer prospects.Step 4: Join with the person to set up a clear action plan. How willyou help with that plan? What will they do? What are the time frames?Finally, Harkins says one of the worst things you can do is leave someonefeeling as if there is no place to turn. Make sure you clarify a planand the person recognizes that this situation is not the end of theworld. In the SIJR Model this facet occurs in the resolution stagewhere we work with the other person to resolve the issue in a mannerthat clarifies options.STICKY SITUATION #11:TELLING YOUR BROTHER HIS JOB IS GONERobert teaches eleventh grade math. He’s been teaching fornearly 15 years. Two years ago he purchased a bar/pool hall. Thisestablishment was located in an excellent business district. Robertsaw it as a chance to increase his income. When he first boughtthe property, he retained the previous managers of the bar, andthey paid him rent on the building. Those managers, however,violated liquor licensing laws and vacated the premises. Oncethat happened, Robert faced two choices. He could either hirenew managers or manage the bar himself. Since his school hoursdid not conflict with the bar hours, he chose the more profitableoption: manage the bar himself.Robert’s older brother, Sam, is in his late fifties and looking fora lifestyle change. Because he and his wife love the communitywhere Robert lives, Robert offered Sam the opportunity to moveand to run the bar. Six months ago Sam started as the new barmanager.Sam has done a great job running the daily operations of thebar. He hires and fires staff; he keeps the bar stocked with foodand beverages; he manages the special evening events; he maintainsthe records. In fact, Sam does everything Robert has askedhim to do. But, Robert has poured all his savings into the operationof the bar, and it still loses money every month. People comethere to play pool and hang out but do not eat or drink enough
90 Managing Sticky Situations at Workto produce profits. Furthermore, Robert dumped quite a bit ofmoney in the bar up front. He had to recarpet the building andto replace many of the pool tables and equipment. Financially,Robert is stretched beyond his limits, and his wife is pressuringhim to sell the bar.The bar is located on prime real estate. Robert could sell thebar and recoup all his out-of-pocket expenses. He won’t comeout on top of his investment, but at least he will recover his savings.With pressure from his wife, Robert finally agrees.Robert must tell his brother that he will soon be out of work.APPLYING THE SAY IT JUST RIGHT MODELDECISION POINTSRobert weighs the costs. Robert knows that time has run out. Hecannot continue to run the bar because he has no more money toput into it. Furthermore, the stress is killing him. He’s losing sleepand working day and night. This venture is taking a toll on his health.He hates what he must say to Sam, but he has little choice. Sam cameinto the project knowing the risks. Robert told him that the bar hadpotential, but he could not predict if it would make it. Sam knew whathe was getting into. Nonetheless, at Sam’s age getting another job willprove difficult. He wants to work at least eight more years before heconsiders retirement. No matter how much Robert prepared Sam, thiswill be a blow.Robert sets his limits. Robert knows that Sam will try and convincehim to hold out a little longer. He recognizes that the bar will producesubstantial profits someday, but perhaps not for Robert. Someone,who has the resources to pour into it and the income to wait, will likelyreap the rewards. Robert has no choice, and he must help Sam seethat. He plans to put the bar on the market at the end of the summer.Robert examines power sources. On the surface Robert holds thepower. He owns the bar and has the right to decide whether or notto sell it. He has the power to lay Sam off. On the other hand, Sam,as Robert’s older brother, is someone he has always respected andadmired. Because Robert respects Sam’s opinions, Sam holds thepower to dissuade him. Throughout his life, Robert has turned toSam for advice and support. Ultimately, Robert faces the considerablechallenge of not falling prey to Sam’s efforts to convince him to stay inthe business.
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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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Managing Sticky Situations at Work

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