Managing Sticky Situations at Work

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Sticky Situations in Meetings 113accomplish the overall goal. If he pushes the teams into decision makingtoo soon, he will create more anger and bickering. To move thegroups successfully through the team development process, he willhave to go from orientation to organization.APPLYING THE SAY IT JUST RIGHT MODELDECISION POINTSAlbert sets limits. Albert’s boss told him the timeline is uncompromising.Albert realizes that to make the eight-week deadline,he must include people who have successfully worked together before.He cannot waste too much time on group wrangling. He decidesto stipulate to his boss that he must select 75 percent of theteams. Albert knows there are certain people in the company whowill work with him to make this project succeed. If his boss does notallow him to tap those people, Albert will tell his boss he cannotmanage this project. Fortunately for Albert, his boss agreed to thisstipulation.Albert weighs the costs. Albert knows that he must get the projectcompleted in eight weeks. He assembled teams of people with whomhe has worked in the past. He trusts them to do whatever it takes toget through the project. He also included people in the organizationwho are necessary to make the rollout run smoothly. If the rollout succeeds,Albert will reap the rewards and gain respect as a team leader. Ifthe teams fail, Albert, too, will fail. The costs are high.Albert examines the power sources. Albert knows that this projectis one more thing added to his ‘‘to-do’’ list. His boss is stretching himbeyond what both of them realize is possible. Albert’s boss needs himto take on this project. There is no one else in the company with asmuch success with project teams as Albert. He and his boss know that.Albert feels as if he has earned his boss’s respect as a project team manager.Albert knows that the teams have the ultimate power. If theteams succeed, so will Albert. Recognizing the teams’ power putsAlbert in a position to respond to the teams’ needs rather than pushhis own agenda.PERSONALITY OVERLAYBecause Albert works for a large wireless company in the IT area, itis probable that he has several Technicals on his teams. Albert, himself,
114 Managing Sticky Situations at Workmight be a Technical. As such, he wants to get the job done as effectivelyas possible while the other Technicals may strive for perfection.Technicals are never satisfied because they search for that magic formulathat spells perfection. It is up to Albert to push them out of stagnation.The makeup of Albert’s teams will make this task either harderor easier. Those people who have high backup styles in either Bold orExpressive will help move the project forward. Being virtual teams,Albert will not have the ability to read verbal cues. He will have todepend on vocal messages. This makes reading the group dynamicseven more challenging.CONDUCTING A VIRTUAL MEETING USING THE SIJR MODELAlbert begins his meeting with his team responsible for the Europeanrollout by stating his desire to stick to the agenda. One of thetop regional managers in the group interrupts, ‘‘We need to pick upwhere we left off last time. We can’t even think about how to initiatethe rollout until we determine what we are going to roll out. It’s beenmy experience that rolling out the entire system at once is suicidal. Weneed to introduce pieces and go from there.’’‘‘Jim, if we introduce pieces, as you suggest, we’ll be introducingchange for the next two years nonstop. I think we should just do itall at once and be done with it, even if it’s more painful. That’s the bestway to introduce change,’’ says Mark.‘‘How are we going to teach people how to use the system?’’ asksAmy.Albert responds. ‘‘That’s already been planned. In fact everything isready to go. Our job is to put together the means to get it out ontothe computers with as little disruption to business as possible. We areonly concerned with the best way to introduce this system to theEuropean offices. Other teams will work on the rollout in the othercompany locations. What I have down for us to do today is come upwith a way to get the software out. How do we let people know aboutthe change and how much downtime will be necessary?’’‘‘Albert, we can’t possibly get this software out in a package peoplewill understand in eight weeks,’’ says Mark.‘‘We’ve already hashed that out. We talked and talked about that lasttime. All we have to do is plan the rollout. Everything else has beendone. Can’t we move forward?’’ asks Natalie. ‘‘I’m sick to death ofconstantly going over the same things.’’
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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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Sticky Etiquette Situations 167mone
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Her intent with this question was n
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Sticky Etiquette Situations 173it i
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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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