Managing Sticky Situations at Work

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Sticky Situations with Your Boss 317. You have to have thick skin to work for me.Less True 1 2 3 4 5 More True8. Most of what I do is fix other people’s mistakes.Less True 1 2 3 4 5 More TrueScore yourself in Appendix 1STICKY SITUATION #1:‘‘CAN’T YOU DO ANYTHING RIGHT?’’Peter works for Angie. He knew when he went into the departmentthat Angie had a reputation as a difficult boss. Everyonewho has worked for her either left the company or transferred toanother division after less than a year. Angie runs the graphicsdepartment in a large advertising agency. She uses intimidationas her style of management. Peter graduated from a prestigiousuniversity with an MFA. He’s always felt comfortable about hisskill as an artist and as a creative designer. Working for Angie,however, has shattered his confidence because he can’t seem to satisfyher.Today, Peter put the finishing touches on the design for a clientwith whom he has an excellent relationship. He’s met endlesslywith the client and his VP for marketing to get a clear understandingof what they want. The deadline for submitting a conceptto the client is tomorrow. Peter braces himself because heknows he needs Angie’s okay. He knocks on her door frame.‘‘For heaven’s sakes, you don’t have to knock. The door is open.Just come in,’’ she says. She shifts the papers she has in front ofher to one side and moves her reading glasses to the top of herhead. ‘‘So, what is it?’’‘‘I’ve got the design ready for the Marcus account to presenttomorrow.’’‘‘Just drop it there.’’ She points to a box on her desk. ‘‘I’ll let youknow what I think later.’’ She returns to the papers on her desk.Peter recognizes this as a dismissal.Later, at his cubicle alongside his co-workers, Peter sees Angieapproaching. Her deep frown and pinched lips portend trouble.Peter’s heartbeat quickens.
32 Managing Sticky Situations at Work‘‘Can’t you do anything right? This is the worst piece of crapI’ve ever laid eyes on. I thought you were a creative genius. Ha!Give me a break. My third-grader could do better than this.’’She tosses the file on Peter’s desk. ‘‘I guess we may as well kissthe Marcus account goodbye.’’ She turns and walks away, notgiving Peter a chance to respond. The other employees look away,embarrassed.APPLYING THE SAY IT JUST RIGHT MODELDECISION POINTSPeter defines the cost. He’s been in the department for four and ahalf months. Each time he submits a design to Angie, she berateshim and his work. With no knowledge about what the client wants,she, nonetheless, refuses to listen to his ideas and belittles anythinghe suggests. He goes home frustrated. He’s lost many a night’s sleepworrying over Angie and her response to his work. Is her negativetreatment worth it? He knows he’s talented and can find a job someplaceelse. On the other hand, he loves his job. He likes the autonomy.He works directly with clients and can expand his creative talentbecause he works on a broad range of accounts. He likes the otherpeople in his office. If it were not for Angie, he’d be very happy.Because Angie is demanding and intimidating with everyone, he realizeshe is working with a Difficult Person.Peter sets the limits. Peter admits that Angie has a lot of experience.Furthermore, her creative talent astounds him. Unfortunately,he cannot brainstorm ideas with her because she demeans everythinghe suggests. He decides that he will no longer take her verbal abuse.If she has ideas and suggestions for his designs, he will listen but onlyif she presents them as honest, constructive feedback and not withabuse. If she continues to abuse him verbally, he will polish up hisportfolio and begin searching for a job elsewhere.Peter looks at the power sources. Peter has allowed Angie tobelieve she’s in the seat of power. She thinks she can kick him, yell athim, abuse him, and he will take it. He recognizes that his inabilitytoreasserthispositionaddstotheproblem.Peterknowspeoplerespect Angie for her creativity but not for her people skills. Recentrumors suggest members of the board worry about how many talentedpeople have left her department. If he resigns after less than fivemonths, it will not bode well for Angie. He sees that he has morepower than he realizes.
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Page 8: ContentsIllustrationsviiAcknowledgm
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Page 15 and 16: xiiIntroductionis the word that oft
Page 17 and 18: xivIntroduction4. You supervise a g
Page 20 and 21: Chapter 1The Say It Just Right (SIJ
Page 22 and 23: The Say It Just Right (SIJR) Model
Page 36 and 37: Chapter 2Personality OverlayAtthiss
Page 38 and 39: Personality Overlay 19BOLD PERSONAL
Page 40 and 41: Personality Overlay 21energy seems
Page 42 and 43: Larry is clearly a Technical person
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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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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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