Managing Sticky Situations at Work

More documents

Recommendations

Info

‘‘I’m glad to hear that. I wanted to talk to you about the incidentthat occurred in the clinic this afternoon. I am a person who treasuresthe work my staff do. It troubled me the way you spoke to Donna. Toresolve the issue, I’m canceling your bill. You do not need to pay forthe services rendered today. But, we will no longer be treating youranimals. When you’ve found another vet, we will gladly send ourrecords to that clinic.’’‘‘So, you don’t want our business?’’‘‘I’m willing to give up your business for the sake of harmonyamong my staff. I like your animals and have enjoyed treating them.If, of course, Muffin has any complications from today’s procedure,I will take care of him. Meantime, let me know when you secureanother vet.’’ANALYSISThis time Dr. Nash did not invite Mr. Lane to talk. He specifiedthe problem and joined feelings with facts. Rather than inviteMr. Lane to talk or invite him to help with resolving the issue,Dr. Nash ended the conversation by stating the next steps. He didnot give Mr. Lane an opportunity to share his story or to help comeup with a mutual decision.There is nothing wrong with deciding to fire a client if that client’sbehavior disrupts the harmony of your business or threatens you oryour staff. It is important, however, to go through the Decision Pointsto make sure you’ve considered every angle and narrowed down thatfiring the client is the best option.STICKY SITUATION #9:ACUSTOMER WANTS A KICKBACKSticky Situations with Clients 73Anthony runs a very successful restaurant called Mangia. Hecreated a new type of fast-food dining in which his cooks prepareeverything in an open, clean kitchen. The guests order their typeof pasta and their choice of sauce. The menu is limited, butAnthony prides himself on serving the freshest food he can find.One of his vendors, Martin, delivers fresh vegetables daily andhas done so since Anthony opened the restaurant five years ago.They have a very good working relationship. Recently Martin’sson, Pete, took over Martin’s business. Pete continues to deliverfresh products to Anthony on time each day. During his last
74 Managing Sticky Situations at Workdelivery Pete drew Anthony aside and said, ‘‘I want to talk toyou about a deal I’m putting together.’’‘‘Sure.’’‘‘I’ve got some people with deep pockets. They would be willingto pay for you to franchise this place. I told them all about youand what you do here. They are anxious to talk to you. One saidwe could get this idea franchised and probably make millions.We could be the McDonalds of Italian eating.’’Intrigued and excited by the idea, Anthony agreed to meetPete’s friends. They arranged a time and a place to get together.‘‘By the way,’’ Pete said to Anthony before he left, ‘‘If they bite,I want a cut. I’m thinking about a $10,000 finder’s fee andsome portion of the profits. That’s only fair.’’Anthony, too surprised to say anything, simply mumbled somethingabout talking about that later.APPLYING THE SAY IT JUST RIGHT MODELDECISION POINTSAnthony determines the costs. Anthony knows that his restaurantcould be franchised. He’d thought about pursuing that opportunity inthe past but didn’t know where to begin. Pete opened a door. But, hefeels very uncomfortable with Pete’s proposition. Even if he pays himthe ‘‘finder’s fee,’’ the fact that he wants a cut in the profits soundseither unethical or exorbitant to Anthony. If he franchised his businessname and his business idea, he should not have to share profits withsomeone who has had so little to do with his success. Anthony hastwoworries.One,ifhedoesnotpursuePete’slead,hemaylosetheopportunity to franchise. Two, if Pete gets angry with him, he may terminatetheir business relationship. It would be hard for Anthony tofind a vendor of similar quality and reliability.Anthony sets his limits. Anthony would be willing to pay Pete forconnecting him to these people. The fee Pete suggested sounded toosteep to Anthony, but he’d be willing to negotiate this. He, of course,would not want to pay the fee if the deal fell through. After muchthought, Anthony decides he will not dish over part of his profits toPete unless Pete agrees to contribute financially to the creation of thenew stores.Anthony determines the power sources. From Anthony’s point ofview, Pete has the power. He knows the people willing to pay for a
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 88 and 89: Sticky Situations with Clients 69ve
Page 90 and 91: Sticky Situations with Clients 71
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:
Sticky Romantic Situations in the O
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

Create successful ePaper yourself

Delete template?

Save as template?