Managing Sticky Situations at Work

More documents

Recommendations

Info

Sticky Situations with Clients 69verbally abusive to Donna. Dr. Nash decides that the Lanes’s businessis not worth it to his clinic. The clinic has developed a good, loyal clienteleover the years. Dr. Nash suspects that even if Mr. Lane badmouthshis clinic, it will not dissuade others from coming because heknows he’s a good veterinarian.Dr. Nash sets his limits. If clients are dissatisfied with the care ananimal gets or with the charges the clinic imposes, the client must talkdirectly to Dr. Nash. He will not work with clients who scream at hisfront desk staff or any of his techs.Dr. Nash determines the power sources. Becausehefeelsconfidentthat his business will not suffer if he loses the Lanes as clients,Dr. Nash sees himself in the seat of power. Even though Mr. Lane isthe kind of person who will go out of his way to spread negative informationabout his clinic, Dr. Nash trusts that people will recognize Mr.Lane for what he is.PERSONALITY OVERLAYWecanseefromMr.Lane’sbehaviorthatheisaDifficultPerson.He appears to be difficult with everyone, not just a single person. Wealso predict that he is not a Sympathetic, who tends to listen and showcompassion. In all likelihood Mr. Lane is not an Expressive becauseExpressives like for other people to like them. That does not mean thatExpressives do not lose their tempers, but they tend to do so infrequently.We suspect, therefore, that Mr. Lane could be a Bold or aTechnical personality. Bolds are quick to jump to anger and tend notto listen well. Technicals are overly cautious and sometimes believethat others are looking for ways to ‘‘rip them off.’’Realizing that Mr. Lane is either a Bold or a Technical, Dr. Nash canconstruct the SIJR Conversation. To compensate for the Bold, he willneed to set his limits but without embarrassing Mr. Lane for behavingas he did. The Technical in Mr. Lane will want to understand logicallythe need for the tests and how Dr. Nash arrived at the charges.SAY IT JUST RIGHT CONVERSATIONDr. Nash decides to conduct the conversation by telephone. Hereaches Mr. Lane at home the evening after the incident.‘‘Hello, Mr. Lane. This is Dr. Nash. How is Muffin doing?’’‘‘He’s fine. My wife tells me he’s eating well and taking his pills.’’
70 Managing Sticky Situations at Work‘‘I’m glad to hear that. If you have a moment, I want to talk to youabout the incident that occurred in the clinic this afternoon. I understandthat you were upset because we ran blood work on Muffinbefore the surgery. What troubled you about that procedure?’’(Invites him to talk right away.)‘‘It’s not the procedure that bothered me. I was furious because noone asked me. You people think you can run a $100 worth of bloodwork and get away with it. I’m not going to pay for unnecessary tests.’’‘‘So, what you’re saying is that you were upset because we did notget your permission before running the tests.’’‘‘You got that right. My wife said it was okay, but she’s a softy.She’d toss all our money out on these stupid animals if I didn’t watchher. Your people know that. You took advantage of her. You shouldalways call me.’’‘‘Mr. Lane, we consider you and your wife Muffin’s owners. It iscommon practice for us to ask whoever brings the animal in for permissionto run tests. We will gladly put a note in your file, however,if you want us to contact you for all clearances. That’s not a problem.But, I must say, I was distressed when I heard the way you spoke toDonna. She was doing her job as I instructed her.’’ (Specifies theproblem.)‘‘Yeah, well, I do spout off sometimes. Especially when I think peopleare taking advantage of me.’’‘‘I realize you were angry and probably not yourself. But, I cannothave clients yelling at my front desk staff. Donna is a longtimeemployee, one of the best. I feel fortunate to have her workingfor me. What do you think we can do to prevent this from happeningin the future?’’ (Shows compassion, sets limits, and invitesresolution.)‘‘First of all, don’t touch any of our animals without talking to me.’’‘‘That is something we can do. In fact, if you are unhappy with theway our clinic operates, I will be glad to send your files to anothervet. That’s no problem.’’ (Sets consequences.)‘‘No, I like you and want to keep bringing my animals to you. Mywife likes your clinic. I just want to be sure I know how much thingsare going to cost up front.’’‘‘Sometimes we don’t always know the exact costs. But, we do tryand contact people if there is a procedure that we did not talk to youabout. In the future, however, if you have a problem with anything thatwe do, I prefer for you to talk directly to me.’’ (Looks for resolution.)
Page 2:
Managing StickySituations at WorkCo
Page 6 and 7:
Managing StickySituations at WorkCo
Page 8:
ContentsIllustrationsviiAcknowledgm
Page 12:
AcknowledgmentsAs a disclaimer, all
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 24 and 25:
Page 26 and 27:
Page 28 and 29:
Page 30 and 31:
Page 32 and 33:
Page 34 and 35:
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
Page 44 and 45: Personality Overlay 25‘‘John kn
Page 46: Personality Overlay 27Resolve the I
Page 49 and 50: 30 Managing Sticky Situations at Wo
Page 82 and 83: Chapter 5Sticky Situations with Cli
Page 84 and 85: Sticky Situations with Clients 65Un
Page 86 and 87: Sticky Situations with Clients 67
Page 90 and 91: Sticky Situations with Clients 71
Page 92 and 93: ‘‘I’m glad to hear that. I wa
Page 94 and 95: Sticky Situations with Clients 75fr
Page 96 and 97: Sticky Situations with Clients 77AN
Page 98 and 99: Chapter 6Sticky Situations with Sub
Page 100 and 101: Sticky Situations with Subordinates
Page 116 and 117: Chapter 7Sticky Situations in Meeti
Page 118 and 119: Sticky Situations in Meetings 99you
Page 120 and 121: Sticky Situations in Meetings 101
Page 122 and 123: Sticky Situations in Meetings 103to
Page 124 and 125: Sticky Situations in Meetings 105me
Page 126 and 127: Sticky Situations in Meetings 107SA
Page 128 and 129: Sticky Situations in Meetings 109wa
Page 130 and 131: Sticky Situations in Meetings 111SA
Page 132 and 133: Sticky Situations in Meetings 113ac
Page 134 and 135: Sticky Situations in Meetings 115Al
Page 136 and 137: Sticky Situations in Meetings 117wh
Page 138 and 139:
Chapter 8Sticky Romantic Situations
Page 140 and 141:
Sticky Romantic Situations in the O
Page 142 and 143:
Page 144 and 145:
Page 146 and 147:
Page 148 and 149:
Page 150 and 151:
Page 152 and 153:
Page 154 and 155:
Page 156 and 157:
Page 158:
Page 161 and 162:
142 Managing Sticky Situations at W
Page 163 and 164:
Page 165 and 166:
Page 167 and 168:
Page 169 and 170:
Page 171 and 172:
Page 173 and 174:
Page 176 and 177:
Chapter 10Sticky Etiquette Situatio
Page 178 and 179:
Sticky Etiquette Situations 159not
Page 180 and 181:
Sticky Etiquette Situations 161‘
Page 182 and 183:
Sticky Etiquette Situations 163she
Page 184 and 185:
Sticky Etiquette Situations 165Rita
Page 186 and 187:
Sticky Etiquette Situations 167mone
Page 188 and 189:
Her intent with this question was n
Page 190 and 191:
Sticky Etiquette Situations 171inte
Page 192:
Sticky Etiquette Situations 173it i
Page 195 and 196:
Page 197 and 198:
Page 199 and 200:
Page 201 and 202:
Page 203 and 204:
Page 205 and 206:
Page 207 and 208:
Page 209 and 210:
Page 211 and 212:
Page 213 and 214:
Page 215 and 216:
Page 217 and 218:
Page 219 and 220:
Page 221 and 222:
202 Appendix 14. True5. False6. Fal
Page 223 and 224:
204 Appendix 1Strategic interviewer
Page 225 and 226:
206 Appendix 2360 By Design®—Des
Page 228 and 229:
IndexAdjourning Stage in groups, 10
Page 230 and 231:
Index 211hot seat, 35-39How Good a
Page 232:
Index 213Teenage Daughter Is Busted
show all

Managing Sticky Situations at Work

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?