Managing Sticky Situations at Work

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Sticky Situations in Meetings 107SAY IT JUST RIGHT MEETINGThe architect and the contractor rode up in the elevator together toReuben’s office. FJ came in five minutes later. Reuben convened themeeting.‘‘I realize our last meeting got off on the wrong foot. I’ve talked toeach of you separately, and everyone agreed we should start over. Thistime, let’s begin by hearing from FJ. We are all anxious to understandhis vision for the project before we begin.’’FJ spends the next 10 minutes talking about what he wants toaccomplish with the building renovation. Both the architect and contractorask questions. When FJ finishes, Reuben says, ‘‘Because noneof us have worked together in the past, let’s spend a few minutestalking about how we like to work and what value we bring to theproject.’’Following this discussion, the group members talk about the nextsteps. They each describe what they need in order to begin workingand they plan a follow-up meeting at the site.ANALYSISReuben does not expect the group members to agree on everything.Each comes to the project with differing needs and artistic orientations.His second attempt at the meeting, however, enabled the groupto orient itself around the client’s mission. During that second meetingthey also discovered each other’s strengths and abilities. Havingalready ‘‘stormed’’ they may very well move into the Norming Stagewithout further storming. Once they begin disagreeing with respect,in other words, listening to each other’s suggestions and searchingfor creative solutions, they will have moved into the Performing Stage.STICKY SITUATION #13:CLIQUES THAT SABOTAGEEight months ago, Karl began as the executive director for asmall nonprofit whose mission is to provide camping experiencesfor underprivileged children. Camp Free For All began six yearsearlier when a generous woman in the community opened herprivate home to children during the months of June and July.During the early years the camp grew and began winning anumber of grants. The camp now partners with a local park for
108 Managing Sticky Situations at Workuse of its facilities. Four years ago a board formed with peoplewho have been involved with the camp from its inception. Thisyear, three of the nine board members rotated off and three newmembers joined the group. During board meetings Karl noticesthat the six longer-serving members form a very tight clique. Theynever vote against each other. The current board chairman,Karen, is a very good friend of Camp Free For All’s founder,and she has donated much of her own money to the camp.Another long-serving board member, Brenda, has worked hardto raise money for the camp. Her husband, Daniel, serves as thetreasurer of the board and handles all the computer operationsfor the camp. Each board member actively contributes eithertime or money to the operations of the camp. Karl concedes thatthis organization began informally, but he also knows he musttake charge of the operational functions in order for the campto grow as he envisions and as the board embraced when theyhired him.During the board meeting, Karl presents the budget in whichhe requests a part-time development position and a part-timeadministrative assistant. If he manages to fill these two positions,he will gain control of fund-raising as well as administrativeoperations. While making an impassioned plea to the board infavor of these positions, he notices three board members whisperingto one another and shaking their heads. Three more stareat him with glazed eyes as if they were uninterested. The threenewest members smile and nod at him with both interest andapproval.‘‘Well,’’ says Jack, one of the new board members, ‘‘this is a nobrainer.Karl has done a good job in presenting what he needs.We should do our job and give it to him. Let’s go ahead andvote.’’Karen grins at Brenda and says, ‘‘Let’s see if there is anydiscussion?’’‘‘In my opinion the camp has done quite well without hiring abunch of people. Our numbers increase every year. Brenda does agood job with writing grants. We got two new ones awarded to usthis year. I always say don’t fix it if it ain’t broke. I would notsupport hiring people at this juncture,’’ Daniel says.‘‘I agree,’’ Karen says with a nod. ‘‘We know that you have bigplans for the camp, Karl, and we don’t want to stand in your
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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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