Managing Sticky Situations at Work

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Index 211hot seat, 35–39How Good a Team Player Are You,102How Straight a Talker Are You, 7How Strategic an Interviewer AreYou, 148How to Work a Room: YourEssential Guide to SavvySocializing (RoAne), xiiinstant message, 176–77interlocking needs, 98–99, 104. Seealso teaminterviews. See strategic interviewInvite the Other Person to Talk,defined, 12–13; with SIJRConversation, xiii, 11, 27, 193.See also Say It Just Right ModelJoin Feelings with Facts, defined,13; with SIJR Conversation, xiii,11, 27, 193. See also Say It JustRight ModelLabor Force Participation Rates ofWomen by Age, 120laissez-faire interview, 143. See alsostrategic interviewlevels of listening, 6listening, 2, 6, 35; emotionalquotient (EQ), 79; in groups,100, 107; intentional, 142; levelof, 6; personality style and, 21,33, 85Mehrabian, Albert, 3My BEST Profile, 18, 206. See alsoBEST, names of personalitystylesnorms, 98–99; Norming Stage,100–101, 107, 109, 112, 117. Seealso Stages of Team DevelopmentNovations Group, 120office relationships, 117, 122; risksof, 123–24organization in teams, 100, 109,113, 116. See also Stages of TeamDevelopmentorientation in teams, 99, 113. Seealso Stages of TeamDevelopmentpassive-aggressive, xiv, 53performance, 81, 84, 37; inhigh-performance teams, 98–101; reviews, 24, 35, 36, 38, 40,57, 178–83Performing Stage in groups, 101,107, 109, 117. See also Stages ofTeam DevelopmentPersonality Overlay, defined, 17–18, 27, 191POINT selection process, 142–43.See also strategic interviewPort, Michael, 63–74Power Management: A Three-StepProgram to Successful Leadership(Brewer), 18Powerful Conversation Model. SeeHarkins, PaulPowerful Conversations: How HighImpact Leaders Communicate(Harkins), 6, 88Primal Leadership: Learning toLead with Emotional Intelligence(Goleman, Boyatzis, andMcKee), 142problem-solving in teams, 101.See also Stages of TeamDevelopmentRate Your Etiquette Quotient,157–58Resolve the Issue, 73, 89, 133,154, 163, 168–96; defined, xiii,11, 14, 193RoAne, Susan, xii
212 IndexSay It Just Right (SIJR)Conversation, 11–14, 18, 24,27, 192, 193; etiquette, 160,165, 167, 171, 173, 178; ininterviews, 146, 151; inmeetings, 105, 107, 111, 114; inromantic situations, 127, 131,133–34, 136; firing a client, 72;virtual world, 180, 186; withbosses, 33, 36, 42, 44; withclients, 66–67, 69, 75; withco-workers, 48, 51, 53, 58–59,61; with discipline, 78, 80–81,85; with subordinates, 85, 91;with teens, 195, 199Say It Just Right (SIJR) Model, xiii,xiv–xv, 6, 13, 15, 17–18, 26–27,29, 190–91, 193; applied topersonalities, 23–24; discipline,80; etiquette, 157, 159, 164,166, 170, 172–73; in interviews,145, 150; in meetings, 97, 101,104, 107, 109, 111, 113–14,116 ; in romantic situations,126, 122; in virtual world, 179,184; to fire a client, 72; withbosses, 32, 44; with clients, 64;with co-workers, 45, 57; with adifficult person, 29–30; withpowerful conversation model,88–89; with subordinates, 85,88–89, 94, 95; with teens, 194–95, 199Schwalbe, Will, 175, 178Send: The How, Why, When & WhenNot of Email (Shipley andSchwalbe), 175sexual harassment, 118–21, 122;defined, 121; EEOC, 121,139n6; risks, 120–21Shipley, David, 175, 178Specify the Problem: defined, 11–12, 192–93; with SIJR Model,xiii, 11, 27Stages of Team Development,99–101, 104. See also FormingStage in groups, StormingStage in groups, Norming Stagein groups, Performing Stage ingroups, Adjourning Stage ingroupsSticky Situation, xi, 2–4, 6, 7, 9,15, 18, 22; A Boss Who E-mailsSubordinate PerformanceReviews, 178; A Boss Who Flirts,124; A Co-Worker You Dislike,56; A Customer Wants a Kickback,73; A Major Client StormsOut of the Room, 102; AnImpossible Request, 46; ‘‘Can’tYou Do Anything Right?’’ 31;Cliques That Sabotage, 107;Disciplining the Boss’s Daughter,83; How to Extricate Yourselffrom a Talker, 164; How toStay Cool When You’re in theHot Seat, 35; How to TellSomeone Something TheyDon’t Want to Hear, 88; Proselytizingon the Company Blog,184; Romance That Disrupts theOffice, 129; The CandidateDoesn’t Talk, 144; The ClientChews Out Your Staff, 68; TheClient Who Doesn’t Pay You,64; The Interviewer WhoCrosses the Line, 149; The VirtuallyImpossible Team, 112;Telling Your Brother His Job IsGone, 89; Traveling with YourBoss, 169; Whose Turn Is It toPick Up the Check, 165; You’reon an Overnight Trip with aFlirty Co-Worker, 158; You FindYour Subordinate Hot, 134; YouStabbed Me in the Back, 51;Your Boss Asks You to DoSomething Unethical, 39; Your
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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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Chapter 10Sticky Etiquette Situatio
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