Managing Sticky Situations at Work

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Sticky E-situations 181To: ZackFrom: TommySubject: MeetingCan’t we handle this by e-mail? It’s faster, and I’ve got a lot on myplate right now.To: TommyFrom: ZackSubject: MeetingDear Tommy,I’ll see you on Thursday at 2 P.M. It won’t take longer than 30minutes.Thanks, ZackZack did not get another e-mail from Tommy related to theirThursday meeting. This time Zack chose not to go into detail aboutwhat he wanted to discuss. His persistence led to Tommy’s agreementto a meeting, which in and of itself was a victory for Zack.On Thursday at 2 P.M. Zack finds Tommy at his desk, sendinge-mails. He knocks on the door frame.Tommy looks up. ‘‘What is it you wanted that required a meeting?’’Zack sits across from him. ‘‘I’m concerned that my performance ratingsare lower than I had hoped. I wanted to find out directly from youwhat your expectations are so I can aim for them and improve myself.’’Tommy pushes back from the desk. ‘‘I could’ve told you that bye-mail. You just need to get more accounts. You got three new onesthis year and that’s not exactly outstanding.’’‘‘I was reestablishing old accounts and managed to keep all of them,even some we’ve let slide for years. When I came on board this year,my main goal was to keep existing accounts. I’ve done that and addedthree new ones. That seems to me beyond an ‘adequate’ rating.’’Tommy begins scanning through his e-mails. ‘‘When did I send youthat e-mail about keeping existing accounts? I don’t remember that.’’‘‘That was what you said to me on my first day of work. We actuallyhad a conversation.’’‘‘No wonder,’’ Tommy mutters. ‘‘I need a record of everything.Otherwise I can’t keep up with what’s going on.’’‘‘Tommy, I know how much you value e-mail communication. Ialso value its efficiency. There are some times, however, when e-mailcan get confusing or even inefficient. I have to tell you I was surprised
182 Managing Sticky Situations at Workwhen I got the performance review by e-mail. It made me feel as if youdidn’t have the guts to face me.’’ (Specifies the problem, joins feelingwith fact.)Tommy shrugs. ‘‘I suspected you wouldn’t be happy with it. But,don’t worry, I sent everyone’s PR by e-mail. I always do.’’‘‘Performance reviews are a great way to keep people motivated. Ithelps them see ways they can grow. When you send them by e-mail,it’s very impersonal, and for me it was de-motivating. How can youget the efficiency and high achievement you desire without demotivatingpeople?’’ (Invites Tommy to talk.)‘‘You’re not suggesting I talk with everyone face to face? Thatwould take days.’’‘‘I’m asking you what might be possible. Surely somethingexists between lengthy interactions with everyone and e-mailcommunication.’’Tommy sighs and thinks. ‘‘Maybe I could send the performancereview and ask if the person wants to meet.’’ (Looking forresolution.)‘‘That would be better. Imagine, though, if you were me. You getthis review that rates you adequate. You think you’ve done better thanadequate. Your boss says in his e-mail, let me know if you want tomeet. You’re still feeling pretty lousy, aren’t you?’’ (Pushes himtoward resolution.)‘‘So, what do you think would work better?’’ Tommy asks.‘‘Maybe what we need is something more frequent than an annualreview. That way both you and I could monitor the goals.’’ (Resolvingthe issue.)‘‘I envision a lot of meetings,’’ Tommy says with a sigh.‘‘Not necessarily. You could meet for 15 minutes with each personto set goals. Then, we could send you e-mails on the status of ourgoals every three months. If something goes astray, we could schedulea special meeting. How do you think that might work?’’‘‘I could see that working. Fifteen-minute discussions to establishgoals. Maybe each person could e-mail me their proposed goals aheadof the meeting to save time.’’‘‘I like that. So, when might we start this process?’’‘‘You and I can start right now with our 15-minute discussion.Then, this afternoon I’ll send out an e-mail announcing the new processand setting up the appointments for others on the staff.’’
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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 5Sticky Situations with Cli
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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 221 and 222: 202 Appendix 14. True5. False6. Fal
Page 223 and 224: 204 Appendix 1Strategic interviewer
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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
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