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Managing Sticky Situations at Work

Managing Sticky Situations at Work

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34 <strong>Managing</strong> <strong>Sticky</strong> <strong>Situ<strong>at</strong>ions</strong> <strong>at</strong> <strong>Work</strong>‘‘God, how many times do I have to tell you? This is not theirthing.’’‘‘Okay. I hear wh<strong>at</strong> you are saying. It frustr<strong>at</strong>es me th<strong>at</strong> you seemimp<strong>at</strong>ient and annoyed when I’m simply trying to understand yoursuggestions. I feel as if you don’t want to share ideas with me. I respectand appreci<strong>at</strong>e your thoughts about how we can get them to stretchwithout going too far. If we could share ideas—both accept eachother’s without undue criticism—in a brainstorming mode, it wouldreally help me. Would you be willing to do th<strong>at</strong>?’’ (Redefines theproblem and joins feelings with fact.)Angie takes out a pencil. ‘‘If you change this to a square instead ofall these circles and if you mute the colors, you might have something.I’d also change the slogan. The one you have is too aggressive forMarcus. Maybe something like ...’’For the next 10 minutes Angie and Peter brainstorm together. As helistens to her and asserts his own thoughts, she softens.‘‘Angie, this is gre<strong>at</strong>. I really like wh<strong>at</strong> you’ve suggested. I’m goingto make the changes tonight.’’She scowls <strong>at</strong> him. ‘‘There’s no way you can get this ready in time.’’Peter says, ‘‘Oh yes I can. Even if I have to stay here all night and allday tomorrow, it’ll be ready. Thanks for your input.’’Before Peter leaves, he says to her. ‘‘Angie, I respect your cre<strong>at</strong>ivemind. But, it’s very hard working here when you belittle everything Ido. Granted, I haven’t worked with Marcus as long as you have so itreally helped me to see wh<strong>at</strong> you thought would fly and wh<strong>at</strong> wouldnot. I think together we came up with a dynamite design th<strong>at</strong> they willgo for. Next time I have a project like this, I’d like to get your honest,open feedback—like we just did, only sooner. Would you be willing todo th<strong>at</strong>?’’ (Resolving the issue.)‘‘Wh<strong>at</strong> do you mean by sooner?’’Peter knows Angie does not like meetings and will not sit in on clientmeetings. ‘‘After I meet with the client the first time and workup the preliminary designs, I’d like for us to meet for no more than,say, thirty minutes.’’‘‘If you think th<strong>at</strong> would help, of course I’ll do it. But, e-mail yourprelims first to give me some lead time.’’He smiles. ‘‘Gre<strong>at</strong>, no problem. I really like this job and wh<strong>at</strong> I’mlearning by working with you. I can gain a lot from you if you’ll showme just a bit more p<strong>at</strong>ience. I cannot learn when you tell me it’s all

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