Managing Sticky Situations at Work

8 Managing Sticky Situations at Work5. When you compliment someone, you don’t need to be toospecific.6. When someone has a bad attitude, you should tell him right awayso he can correct it.7. If you feel yourself getting emotionally overwrought, you shouldtable the conversation for later.8. When talking to someone directly, you should not look at themin the eye.9. You should use a lot of gestures to explain what you are saying.10. It is not up to you to solve the problem. You should not presentyour ideas for a solution.Answer Key: Please see Appendix 1.Depending on your Straight Talker score, you will be more or lesslikely to jump into any communication. The Decision Points will guideyou to either stop in your tracks or to persist.DEFINE THE COSTWhat is the cost for saying or doing anything? In Roger’s situation,he has a lot to lose. Sandra is a new client and one he’s worked hard toland. He might say to himself, ‘‘I’m imagining all this. Maybe she’sjust being friendly. I should ignore her and press forward.’’ If he takesthat approach without directly confronting Sandra, he could send herthe wrong message. We’ve seen how slippery communication can be.Roger takes a big risk with doing nothing. On the other hand, ifRoger confronts Sandra too directly, he risks insulting her. In definingcost, we often overlook our own merit. Sandra bought Roger’s productbecause it added value to her company. If he confronts her withgenuine curiosity and compassion without making judgments abouther, he can set limits within the framework of the Three C’s. She,therefore, decides whether or not she’ll sacrifice what benefit his productbrings her company. In other words, she decides to change or not.Having confidence in your product, your service, or yourself gives youthat extra edge to say it.SET THE LIMITSWhat are you willing to do or not do? Roger must clarify where hedraws the line. Perhaps he is not willing to treat clients as ‘‘friends.’’