Managing Sticky Situations at Work

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Introductionxiiicommunicationtoolsyouneedthatwillenableyoutoleadyourdepartment or your company into a more successful future. You willbethepersonotherslookatwithadmiringeyes.Youwillhavethecompetitive edge in this increasingly tough job market.The Say It Just Right (SIJR) Model combines what to do with howto do it. The pages that follow introduce you to the communicationsecrets for success in the workplace: First the Three C’s (Change,Compassion, Curiosity) comprise the foundation for the model; nextthe Decision Points (Costs, Limits, Power) hammer in the framework;and finally the SIJR Conversation (Specify the Problem, Invitethe Other Person to Talk, Join Feelings with Facts, Resolve the Issue)demonstrates how to sayitjustright.InChapter2weexaminehowpersonality types affect the SIJR Model. The remaining chapterspresent scenarios from people in the workplace all over the world.When you finish, you will experience what confident communicatorsexperience every day, how to say it just right the first time.Before we begin, however, discover your own sticky situationquotient.FIND OUT YOUR STICKY SITUATION QUOTIENT1. If you had a boss who promised you a job assignment and thengave it to someone else. Would you ...a. Quitb. Threaten to quit.c. Tell him you’re upset and discover the specific reasons youdidn’t get the promotion2. If your boss won’t listen to your ideas and you know that thingsneed to change, would you ...a. Quitb. Negotiate with your boss and explain if things don’t changethe company could lose businessc. Talk to your boss’s supervisor3. If your friend asks you for a recommendation and you know yourfriend isn’t qualified for the job, would you ...a. Make the recommendation anywayb. Tell your friend you can’t make the recommendation andexplain whyc. Conveniently forget and never make the recommendation
xivIntroduction4. You supervise a group of people who are giving you a lot oftrouble. They deliberately withhold information from you andscheme to undermine your authority. Would you ...a. Talk to each individually to determine what can be doneb. Fire them all and start overc. Try and befriend them5. The group you supervise routinely conducts informal meetingswithout you. You’ve noticed that one person instigates themeetings. Do you ...a. Fire or reassign that personb. Attend the informal meetings uninvitedc. Talk to the instigator and proceed with disciplinarymeasures if necessary6. One of your fellow sales managers steals your prospects. You’veseen him lurking around your desk and caught him when hecontacted one of your prime buyers. Would you ...a. Immediately report him to your supervisorb. Steal his prospectsc. Confront him7. During an important job interview, the interviewer makes a lewd,clearly illegal comment. Would you ...a. Tell him the comment was offensiveb. Pretend you didn’t hear itc. Forget that job and search elsewhere, but tell everyone youknow about it8. One of your clients owes you money. You know that his businesshas been suffering in recent months. He’s been a good client, buthe’s never paid you. Would you ...a. Write it off and quit doing business with himb. Bill him again with a note asking him to payc. Talk to him and try to work out a payment planAnswer key: Please see Appendix 1.Your sticky situation quotient tells you whether you tend to turnaway from sticky situations, whether you act passive-aggressively byindirectly responding to the situation, or whether you, in fact, dealdirectly with the problem. The higher your score the more likely it isyou already deal directly with sticky situations and the more easilyyou’ll apply the SIJR Model.
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Chapter 8Sticky Romantic Situations
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Chapter 10Sticky Etiquette Situatio
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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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