Dealing with Difficult People
Dealing with Difficult People
You end up spending valuable energy by deciding to tolerate this person/s. It takes energy to tolerate a poor situation – energy which you need for other, more positive and productive efforts. In addition, by tolerating this person, your attitude suffers. Although we decide to tolerate it, we don’t ignore it. Tolerating something that reduces our level of energy and our attitude is unacceptable.
The Other Person
If you reflect back to a time when you became complacent, lost interest, and experienced a drop in attitude (as we all have experienced at one time or another), you’ll find one of two reasons for this shift. One reason is that the work you were doing really didn’t interest you - work was unfulfilling. One of the great revelations in life is that just because you’re good at something doesn’t mean you enjoy it. The other reason we might have become complacent, lost interest, and experienced a drop in attitude is
that we became disillusioned with someone or something. In situations where the reality of the situation is different from the one we first imagined, is there a way to make things better? Maybe.
Your Team
A manager tolerates a difficult person for an extended time, hoping they’ll “come around” and thereby avoid a confrontation, until something happens – some event or challenge - and they feel they have no choice but to confront and often terminate them. Subsequently, the manager is surprised at the number of team members who come forth and comment on what a drag on the team that person had been. They’ll speak up about their poor attitude or poor work ethic, and often add, “I don’t know why
you kept them so long!” When you don’t address a difficult person - when you decide to tolerate them - your whole team is affected. In addition, ask yourself this: When you keep a difficult person on, what does it say about you as a leader and what does it say about your values and your integrity? Tolerating a difficult person doesn’t work in the long run.
Work to Understand Their Motivation
This option is about being a leader and being an effective communicator. It’s about being compassionate and strong at the same time. It’s about being good for someone rather than being good to them. It’s about understanding rather than telling. This solution is about taking the time to understand the other person’s motivation for acting the way they do. If you’re effective at this, you’ll be able to either help them change their perspective on things
Dealing with Difficult People - To learn more about this author, visit Michael Beck's Website.
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You
You end up spending valuable energy by deciding to tolerate this person/s. It takes energy to tolerate a poor situation – energy which you need for other, more positive and productive efforts. In addition, by tolerating this person, your attitude suffers. Although we decide to tolerate it, we don’t ignore it. Tolerating something that reduces our level of energy and our attitude is unacceptable.
The Other Person
If you reflect back to a time when you became complacent, lost interest, and experienced a drop in attitude (as we all have experienced at one time or another), you’ll find one of two reasons for this shift. One reason is that the work you were doing really didn’t interest you - work was unfulfilling. One of the great revelations in life is that just because you’re good at something doesn’t mean you enjoy it. The other reason we might have become complacent, lost interest, and experienced a drop in attitude is
that we became disillusioned with someone or something. In situations where the reality of the situation is different from the one we first imagined, is there a way to make things better? Maybe.
Your Team
A manager tolerates a difficult person for an extended time, hoping they’ll “come around” and thereby avoid a confrontation, until something happens – some event or challenge - and they feel they have no choice but to confront and often terminate them. Subsequently, the manager is surprised at the number of team members who come forth and comment on what a drag on the team that person had been. They’ll speak up about their poor attitude or poor work ethic, and often add, “I don’t know why
you kept them so long!” When you don’t address a difficult person - when you decide to tolerate them - your whole team is affected. In addition, ask yourself this: When you keep a difficult person on, what does it say about you as a leader and what does it say about your values and your integrity? Tolerating a difficult person doesn’t work in the long run.
Work to Understand Their Motivation
This option is about being a leader and being an effective communicator. It’s about being compassionate and strong at the same time. It’s about being good for someone rather than being good to them. It’s about understanding rather than telling. This solution is about taking the time to understand the other person’s motivation for acting the way they do. If you’re effective at this, you’ll be able to either help them change their perspective on things
Dealing with Difficult People - To learn more about this author, visit Michael Beck's Website.
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Jeff FosterWebBizIdeas.com is a Minneapolis website design company founded to help people start an internet business by providing them with website, business, and internet resources that help foster the growth of successful online businesses and develop innovative Internet business ideas. We specialize in internet consulting & internet marketing. - Visit Jeff Foster's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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