Managing Sticky Situations at Work

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Sticky E-situations 179Tommy’s e-mails go to Zack and others on the team to informthem about various issues related to their projects or to requestupdates. Sometimes Tommy copies Zack on things he thinks Zackneeds to know.Zack’s problem lies in his inability to talk to Tommy face toface. Whenever he asks (by e-mail, of course) for a face-to-facemeeting, Tommy wants to know what the meeting is about. OnceZack tells him, Tommy responds with directives in order not toconduct the meeting. What surprised Zack, however, was whenhe received his annual performance review by e-mail:To: ZackFrom: TommySubject: Annual ReviewYour work is adequate. Please find attached my review. E-mailyour responses or initial it and return to me.Zack reviewed the comments, and he saw that Tommy had ratedhis work as adequate or very good but never outstanding. Zackfelt dejected and wondered what he needed to do to improve hisperformance.APPLYING THE SAY IT JUST RIGHT MODELDECISION POINTSZack weighs the costs. Zack realizes that if he does not learn howhe can improve his performance, he will never achieve his goal to moveup in this company. He knows that he will have to push Tommy hardto have a face-to-face interaction, and he realizes that Tommy willprobably respond negatively if he criticizes him for sending the performancereview by e-mail. Such actions might destroy the easy relationshipthey currently have. Zack decides that doing nothing will prolongthe problem, and he will likely find himself in this same position nextyear when it will be tougher to nail Tommy down.Zack sets limits. Zack decides that he will talk to Tommy aboutneeding more face time. How can he perform his job if he never seeshis boss and his boss never tells him what he expects? He decides topush for face-to-face interactions on all performance-related issues.Zack determines the power sources. Tommy is the boss. If hewants to conduct performance reviews by e-mail, that’s his choice.Zack suspects, however, that Tommy wants his staff to perform in an
180 Managing Sticky Situations at Workoutstanding manner. The vice presidents in this company tend tocompete with one another for higher recognition. If Tommy continuesto use e-mail for performance evaluations, he will never achievethe kind of recognition Zack knows Tommy wants. Zack recognizesTommy’s competitive nature; he loves to be the first in the companyto resolve issues, and he likes it when his team gets company perks.Knowing this about Tommy gives Zack a bit of leverage.PERSONALITY OVERLAYWe do not know very much about Tommy except he is competitiveand he does not like face-to-face interactions. These two clues suggesta Bold personality. We further suspect Tommy’s Boldness because theefficiency and speed of e-mail attracts the Bold personality. Tommy isprobably not a Sympathetic nor an Expressive because both of thesestyles enjoy meeting in person. In most instances people who overlyembrace e-mail are Bolds.SAY IT JUST RIGHT CONVERSATIONTo: TommyFrom: ZackSubject: MeetingDear Tommy,I’d like to talk to you on Thursday at 2 P.M. about my recent performancereview.Thanks,ZackTo: ZackFrom: TommySubject: MeetingWhat is it you want to know?To: TommyFrom: ZackSubject: MeetingDear Tommy,It would be better if we talked. I’ll come to your office. Let me know if2 P.M. does not suit.Thanks,Zack
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Managing StickySituations at WorkCo
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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 6Sticky Situations with Sub
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Sticky Situations with Subordinates
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Chapter 7Sticky Situations in Meeti
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Chapter 8Sticky Romantic Situations
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Sticky Romantic Situations in the O
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Page 232: Index 213Teenage Daughter Is Busted
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Managing Sticky Situations at Work

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