Managing Sticky Situations at Work

More documents

Recommendations

Info

Sticky Situations in Meetings 109way, but we’ve got to exercise a little restraint. You really have noidea how much each of us has put into this camp. I used to bringhomemade cookies to the kids every afternoon, and Sandi Smithand Brenda made cherry pies and took the kids out for ice cream.This isn’t your typical camp. It’s more like a family.’’Two more board members speak up in support of Karen.Karl protests, saying two part-time positions are not exorbitantrequests given that he hopes to double the camp’s revenuesand thereby increase its capacity and outreach.Brenda calls for the vote. The new budget with the two newpositions loses six to three. Karl leaves the meeting, crushed.STAGE OF TEAM DEVELOPMENTThe board that existed before the new members entered was probablya group that had advanced to the Performing Stage. Once groupsget to Performing, they strive to stay there. When the three new boardmembers and the new executive director joined the group, the groupreturned to the Forming Stage. The longtime members now functionat the Norming Stage and the new members at the Forming Stage.These two stages struggle against each other. When this happens it iscommon for cliques to form. Cliques are smaller groups within thegroup often at a higher level of team development than the group asa whole. Unfortunately cliques typify Storming groups.Karl’s proposal for two new positions reached beyond what a teamat the Storming Stage can adequately address. Storming is a time fororganization, not decision making. Now that Karl understands groupdynamics, he is in a position to more successfully introduce his newendeavors.APPLYING THE SAY IT JUST RIGHT MODELDECISION POINTSKarl weighs the costs. Karl accepted this position because he lovedthe idea of helping children experience the pleasure of camp. From hisfirst day of work, he bubbled with enthusiasm about what he couldaccomplish. He realizes now that the proposal he put before the boardwas too aggressive. His own impatience to serve as many children aspossible clouded his judgment. Unfortunately for Karl, he is not theonly one who is frustrated. The three new board members, particularly
110 Managing Sticky Situations at WorkJack, are losing patience with the rest of the board. The last voteclearly illustrated the board divisions. If Karl does nothing and allowsthings to go on as they always have, he will probably lose his job andthe new board members. He does not wish to work for people whomicromanage. The responsibility of this board is policy making, nothands-on daily activities. If Karl acts, he might also lose his job, buthe will have made it easier for his successor.Karl sets the limits. Karl recognizes his mistake in presenting theboard with two new positions when he’s been on the job for less thana year. He decides to give in on one of those positions, the developmentjob. He must, however, wrestle the administrative functionsfrom Daniel. It makes no sense to Karl for Daniel, a volunteer, to haveas much hands-on responsibility. The camp has grown beyond thatstage. Karl will agree to give up the request for the development positionbut not for the administrative assistant.Karl determines the power sources. The board has the ultimatepower. The board hired Karl, and they can fire him. The board decideswhether or not to fund the budget. Where does that leave Karl? If youask Karl, he’d tell you he has no power and that the ultimate authoritylies with the board. Karl knows, however, that the board went throughan extensive and exhausting search before hiring him. It took themmonths to find the right person. He suspects that they will not wantto go through that process again. Furthermore, the board likes hisinnovative ideas. They share his enthusiasm for expanding the camp.PERSONALITY OVERLAYKarl’s Bold personality pushed him to launch his ideas prematurely.Presenting such an aggressive budget to a board that was clearly notyet cohesive was a big risk. Bolds often take big risks, sure that theywill succeed. The other group members represent a mixture of thestyles. Brenda seems to be a Sympathetic. She is loyal to the campand willing to go along with anything the other board members want.Daniel appears more Technical. He looks at logical reasons to makedecisions and prefers not to make changes (don’t fix what’s not broken).Karen seems more Expressive. She likes being center stage andprefers the persuasive role behind the scenes. Jack, the new boardmember, demonstrates Bold characteristics because he wanted to casthis vote without discussion. Jack will clearly have trouble serving onthis board if he is routinely left out of the informal decision-makingchannels.
Page 2:
Managing StickySituations at WorkCo
Page 6 and 7:
Managing StickySituations at WorkCo
Page 8:
ContentsIllustrationsviiAcknowledgm
Page 12:
AcknowledgmentsAs a disclaimer, all
Page 15 and 16:
xiiIntroductionis the word that oft
Page 17 and 18:
xivIntroduction4. You supervise a g
Page 20 and 21:
Chapter 1The Say It Just Right (SIJ
Page 22 and 23:
The Say It Just Right (SIJR) Model
Page 24 and 25:
Page 26 and 27:
Page 28 and 29:
Page 30 and 31:
Page 32 and 33:
Page 34 and 35:
Page 36 and 37:
Chapter 2Personality OverlayAtthiss
Page 38 and 39:
Personality Overlay 19BOLD PERSONAL
Page 40 and 41:
Personality Overlay 21energy seems
Page 42 and 43:
Larry is clearly a Technical person
Page 44 and 45:
Personality Overlay 25‘‘John kn
Page 46:
Personality Overlay 27Resolve the I
Page 49 and 50:
30 Managing Sticky Situations at Wo
Page 51 and 52:
Page 53 and 54:
Page 55 and 56:
Page 57 and 58:
Page 59 and 60:
Page 61 and 62:
Page 63 and 64:
Page 65 and 66:
Page 67 and 68:
Page 69 and 70:
Page 71 and 72:
Page 73 and 74:
Page 75 and 76:
Page 77 and 78: 58 Managing Sticky Situations at Wo
Page 79 and 80: 60 Managing Sticky Situations at Wo
Page 82 and 83: Chapter 5Sticky Situations with Cli
Page 84 and 85: Sticky Situations with Clients 65Un
Page 86 and 87: Sticky Situations with Clients 67
Page 88 and 89: Sticky Situations with Clients 69ve
Page 90 and 91: Sticky Situations with Clients 71
Page 92 and 93: ‘‘I’m glad to hear that. I wa
Page 94 and 95: Sticky Situations with Clients 75fr
Page 96 and 97: Sticky Situations with Clients 77AN
Page 98 and 99: Chapter 6Sticky Situations with Sub
Page 100 and 101: Sticky Situations with Subordinates
Page 116 and 117: Chapter 7Sticky Situations in Meeti
Page 118 and 119: Sticky Situations in Meetings 99you
Page 120 and 121: Sticky Situations in Meetings 101
Page 122 and 123: Sticky Situations in Meetings 103to
Page 124 and 125: Sticky Situations in Meetings 105me
Page 126 and 127: Sticky Situations in Meetings 107SA
Page 130 and 131: Sticky Situations in Meetings 111SA
Page 132 and 133: Sticky Situations in Meetings 113ac
Page 134 and 135: Sticky Situations in Meetings 115Al
Page 136 and 137: Sticky Situations in Meetings 117wh
Page 138 and 139: Chapter 8Sticky Romantic Situations
Page 140 and 141: Sticky Romantic Situations in the O
Page 158: Sticky Romantic Situations in the O
Page 161 and 162: 142 Managing Sticky Situations at W
Page 176 and 177: Chapter 10Sticky Etiquette Situatio
Page 178 and 179:
Sticky Etiquette Situations 159not
Page 180 and 181:
Sticky Etiquette Situations 161‘
Page 182 and 183:
Sticky Etiquette Situations 163she
Page 184 and 185:
Sticky Etiquette Situations 165Rita
Page 186 and 187:
Sticky Etiquette Situations 167mone
Page 188 and 189:
Her intent with this question was n
Page 190 and 191:
Sticky Etiquette Situations 171inte
Page 192:
Sticky Etiquette Situations 173it i
Page 195 and 196:
176 Managing Sticky Situations at W
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
Page 203 and 204:
Page 205 and 206:
Page 207 and 208:
Page 209 and 210:
Page 211 and 212:
Page 213 and 214:
Page 215 and 216:
Page 217 and 218:
Page 219 and 220:
Page 221 and 222:
202 Appendix 14. True5. False6. Fal
Page 223 and 224:
204 Appendix 1Strategic interviewer
Page 225 and 226:
206 Appendix 2360 By Design®—Des
Page 228 and 229:
IndexAdjourning Stage in groups, 10
Page 230 and 231:
Index 211hot seat, 35-39How Good a
Page 232:
Index 213Teenage Daughter Is Busted
show all

Managing Sticky Situations at Work

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?