Managing Sticky Situations at Work

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Larry is clearly a Technical personality type. Being logical, organized,cautious, and systematic, he sees no point in doing the timesheets.In Larry’s mind the timesheet exercise wastes time, and that’sillogical. Joanne searched for a way to get to Larry. Using the companycompliance rationale did not affect him. Furthermore, Larry’scautious nature prevented him from signing a form that distorted hisreal work time. By tapping into Larry’s creative energy and usinghumor, Joanne found a way to deal with Larry’s technical personalityand win his compliance to what everyone agreed posed a uselessendeavor.Technicals operate by the rules. They search for organization andlogic. Often you can identify Technical personalities by the state oftheir offices. Technicals carefully label files and line pens up in perfectorder. They prefer to work alone rather than in teams. When theymust work in teams, they tend to hold back rather than become fullyinterdependent team members. If you put a group of Technicalstogether on a project, it bogs down because no one steps up to makea decision, and each holds back, preferring not to share his or her trueviews.APPLYING THE SIJR MODELPersonality Overlay 23Let’s look at a sticky situation and apply the SIJR Model in view ofthe BEST personality styles.Lewis works as the HR manager in a large car manufacturingcompany. He supervises 14 people. Lewis began as an employmentinterviewer 14 years ago and moved up through the ranks to thetop position. One of his longtime subordinates, Nancy, spendstoo much time visiting outside the department. Her peers complainabout her frequent disappearances. Even though peoplethroughout the company like her, Nancy produces adequate, butnot outstanding work. Furthermore, she’s been known to have aloose tongue. With recent downsizing in his company, Lewis mustallocate time very carefully. The department cut back to 15 percentfewer people this year, and Lewis expects more cuts next year.Penny, one of Lewis’s most valued employees, recently complainedthat Nancy divulged information about a pending grievance tosomeone in another department.Lewis hates confrontations. He has avoided unpleasant conversationswith Nancy in the past because he’d hoped things wouldwork out. He realizes now that she has crossed the line.
24 Managing Sticky Situations at WorkDECISION POINTSLewis sets limits. Nancy cannot violate employee confidentiality.Lewis determines the costs. Although Nancy has worked for thecompany for a long time and people all the way up the chain like her,he could replace her. With less than stellar performance evaluations,Lewis can justify beginning disciplinary actions which could lead toher dismissal. Nonetheless, he, too likes Nancy, and if she changesher behavior, he will do what he can to keep her.Lewis looks at the power source. Nancy protects herself with hergood relationships throughout the company as well as with her intimateknowledge of the grievance procedures. Lewis, nonetheless, alsoenjoys good relationships with people in the company. He realizes,however, that many people will fight on Nancy’s behalf if he decidesto release her.SAY IT JUST RIGHT CONVERSATIONLewis invites Nancy to come see him at 9:00 the following morning.‘‘I appreciate your coming to see me. I’m concerned about an incidentregarding one of our cases and wanted to hear your side aboutwhat happened,’’ Lewis begins.‘‘What are you talking about? I can’t think of what incident someonecomplained to you about. I just try and do as I’m told.’’‘‘I’m referring to the Sam Smith case and aspects of that case thatyou shared with your friend John, in marketing. I’m frustrated becausethis is not the first time you have talked to people outside our departmentabout cases we are dealing with. You know how much we dependon confidentiality. I’m curious to know what happened to make youshare sensitive information about a case with John.’’ (Specifies theproblem, joins feeling with fact, and invites Nancy to talk.)‘‘John already knew about the case. He approached me even beforethe employee came to talk to us. I encouraged John to tell Sam tocome see me. What’s more John knows a lot about what is going onin the company. I thought he could shed some light on what happenedsince he’s friendly with Sam. Anyway, all I did was tell him wemanaged to fend off a lawsuit.’’Lewis focuses on Nancy. ‘‘John works in marketing. He really doesnot have anything to do with our cases. I’m curious to know howyou thought John would help you.’’ (Lewis demonstrates genuinecuriosity.)
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Page 8: ContentsIllustrationsviiAcknowledgm
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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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202 Appendix 14. True5. False6. Fal
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204 Appendix 1Strategic interviewer
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206 Appendix 2360 By Design®—Des
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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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