Managing Sticky Situations at Work
Managing Sticky Situations at Work
Managing Sticky Situations at Work
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<strong>Sticky</strong> <strong>Situ<strong>at</strong>ions</strong> with Your Boss 37‘‘We’re not talking about your sales numbers. I noted th<strong>at</strong> in thesecond part of the review. This part of the evalu<strong>at</strong>ion deals with otherissues. Like I said how you tre<strong>at</strong> others concerns me.’’‘‘I’m curious to know wh<strong>at</strong> you mean. I’m frustr<strong>at</strong>ed becauseI don’t see how I can work with others when I’m on the road somuch. I’m a lone salesman, remember? Wh<strong>at</strong> exactly do you suggest?’’(Invites Richard to talk and continues to join feeling withfact.)‘‘Th<strong>at</strong>’s the problem, Mark. You don’t see yourself as part of a team.You see yourself as out there, all by yourself—the Lone Ranger. Yet,everything you do affects others in this department.’’‘‘So, you’re saying I don’t show enough appreci<strong>at</strong>ion for others inthe department?’’‘‘It’s not just appreci<strong>at</strong>ion. You trample everyone. Just last weekwhen you ran out of samples, you took Mitch’s samples without ablink. Wh<strong>at</strong> was Mitch supposed to do? He had a major present<strong>at</strong>ionto an important client, and he had no samples to leave with them. Th<strong>at</strong>made all of us look bad.’’Mark nods. ‘‘Th<strong>at</strong> was foolish of me. You’re right. I wasn’t thinkingabout Mitch. I was annoyed because we didn’t have enough samples.Next time, I will requisition more samples before I run out.’’‘‘Th<strong>at</strong>’s a good idea. In fact, all the salesmen should keep bettertrack of the samples. You guys think you can toss them to the windwithout a thought.’’‘‘Are you also saying I should be more conserv<strong>at</strong>ive in giving mysamples away?’’‘‘Well ...I don’t see a problem there with you. You’re pretty good.The other guys are more liberal with their sample distribution. But,you do need to consider others before you sn<strong>at</strong>ch samples th<strong>at</strong> are earmarkedfor someone else.’’‘‘Okay.Wh<strong>at</strong>elsecanIdotoimprove my rel<strong>at</strong>ions with others inthe company?’’‘‘You need to spend more time with the support staff. I’m not sureyou even know their names,’’ Richard adds.‘‘Lisa and ...Janie?’’Richard smiles. ‘‘Janice. Th<strong>at</strong>’s my point. Janice has been here foreight months. I know you’re on the road a lot, but they feel as if youdon’t like them. I explained it’s not a question of like. You’re just verybusy. So, I covered for you. I don’t like having to do th<strong>at</strong>.’’
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