Negative Attitude

MONDAY, April 16, 2007
MANAGING NEGATIVE PEOPLE

AND COURTEOUS SERVICE
RESEARCH FINDINGS
Personal qualities account 85% to job success
while tech skills only 15%.
Carnegie Foundation
66% got fired for not getting along with peers;
34% on account for lack of tech skills.
Harvard Bureau of Vocational Guidance
Executives spend 9 work weeks (360 hours
settling employee personality clashes.
IBM spend 40 hours of training per year per
employee ,with 32 hours on human relations
training.
GOALS OF HUMAN RELATIONS
3Ms
Create win/win situation
Total person approach
Congenial group behavior
HANDLING HUMAN RELATIONS
Change the other person
Change the Situation
Change yourself
KIND OF PEOPLE WITH NEGATIVE TRAITS
Personality Factor
Plateaued Employees
Square pegs in round holes
Bad bosses
Unhealthy work environment
THE DEFENSIVE GUY
Mr. Perfect, never accept constructive
criticism
His way of doing things is correct
Never changes his mind
HOW TO HANDLE
Give positive reinforcement before giving
negative feedback
Use words like we instead of you
Use face-to face interaction
THE CONSTANT ARGUER
Likes to hear his own voice most of the
time
Dispute even the most rational point,
disagree mostly
Always has a problem with others
HOW TO HANDLE
Let him finish his argument
Dont interrupt
Keep your cool
Dont add fuel to the fire

THE ME GUY
Epitomizes ego, inflated sense of himself.
Takes credit for every thing
His problems are bigger than everyone
elses
HOW TO HANDLE
Let your contribution and worth be known.
Keep a record of team members
accomplishments
THE STUBBORN GUY
Anything but a team player
Committed to his own way , not open to
change
May not argue but will stick to his own
ways while implementing
HOW TO HANDLE
Cut your losses and let him go
Propose an idea to him and let him take
charge
His failures will speak for itself
THE BACK STABBER
Guy we all really hate.
Talk behind your back, makes you look
incompetent before others.
Effective in creating the perception that
you are as bad as he portrays
HOW TO HANDLE
Pull him aside to a private area and let
him know that you are aware.
Dont avoid confrontation even if he
denies it
THE BLAME GAME GUY
Shifts responsibility to others
Never accepts his fault

HOW TO HANDLE
Share responsibility for failure, it may
correct him.
Do not take responsibility for his
failures to your superior
THE WHINER
Always complain.
Crosses the delicate line between venting
and unconstructive nitpicking.
Unleashes his cynical attitude
HOW TO HANDLE
You wont be able to change him.
Minimize your interaction with him.
Give him a hinny that you are busy

WHY
GOOD PEOPLE
BEHAVE BADLY
BIAS IN PERCEPTIONS
Stereotyping
Narrow frame of reference
Expectations
Selective Exposure
Interests
Projections
TOPICS FOR TODAY
Locus of control.
Supportive communication.
Interpersonal Relationship.
Customer Relationship Management.
CHANGE ORIENTATION
LOCUS OF CONTROL
The attitude people develop regarding the extent to which
they control their own destines.
1-
LOCUS OF CONTROL
1-
Internal Locus of Control:
I was the cause of the success or
failure for the change.
External Locus of Control:
Something else caused the
success or failure.
INTERNAL LOCUS OF CONTROL
Associated with successful
management in North America.
Are less alienated from work
environment.
More satisfied at work.
Experience less stress.
More position mobility.
Like to participate in decision making
EXTERNAL LOCUS OF CONTROL
Most commonly found in managers
from Eastern cultures.
Tend to use coercive power more
than internal leaders.
Perform poorly in stressful situations.
Prefer to have a simple structure set
for them
Prefer managers who provide
direction

COMMUNICATION PROBLEMS
Most individuals dont seem to feel a strong need to
improve their own skill level

Focus on Accuracy
The ability to transmit clear and precise messages.
RELATIONSHIPS BETWEEN UNSKILLFUL
COMMUNICATOR AND SUBORDINATE
4 -
Abrasive, insensitive
unskillful message
delivery
Distant, distrustful
uncaring interpersonal
relationships
Restricted, inaccurate
information and defective
communication flow
COACHING AND COUNSELING
4 -
COACHING
Focuses on Abilities
Giving advice, direction or
information to improve performance.
COUNSELING
Focuses on Attitudes
Helping someone understand and
resolve a problem him/herself by
displaying understanding
WHEN TO COACH:
4 -
WHEN TO COUNSEL
Personality clashes
Defensiveness
Other factors tied to emotions
I can help you recognize that a
problem exists.
WHEN TO COACH:
Lack of ability
Insufficient information
Incompetence
Subordinate must understand the
problem
COMMUNICATION STYLES RESPONDING TO OTHERS
FOUR TYPES OF RESPONSES
Advising
Deflecting
Probing
Reflecting

4 -
APPRAISALS
4 Fs- Fair, Feedback, Fulsome,
Frequent
Dont bog down in the past
Praise generously as well
Never let temper become involved
Be ready to debate
Allow an agreement
Motivation=enthusiasm=energy!
Write peoples accomplishment in stone and thier faults in sand
Benjamin Franklin
Know Thyself
Carved on the Oracle at Delphi

He that would govern others must first master himself
Messinger
SCHUTZ MODEL 1992
FIRO-B. Fundamental interpersonal Orientation
Behavior.
Human beings must express and expect
reciprocal feelings.
Human beings usually include, control and
express affection.
Basis of compatibility between Bosses and Sub-
ordinates.
8 6 4
5 2 3
Inclusion Control Affection
Expressed Behavior
Towards Others
Wanted Behavior
From Other
18 .
TOTAL
e
10 .
TOTAL
W
13 8 7 TOTAL
SOCIAL
INTERACTION
INDEX

28
MR. EXTROVERT
2 2 3
1 3 4
Inclusion Control Affection
Expressed Behavior
Towards Others
Wanted Behavior
From Other
07 .
TOTAL
e
08 .
TOTAL
W
3 5 7
TOTAL
SOCIAL
INTERACTION
INDEX

15
MR. INTROVERT
CASE STUDY
HARVARD BUSINESS REVIEW
CASE STUDY- WHAT A STAR-WHAT A JERK
Jane Epstein has just assumed
manager ship at TechniCo.
Trying to evaluate personalities of
her team.
Andy Zimmermans mean streak
has her worried.
This case explores the dynamics
when a star performer displays a
highly abrasive personality.
Exchange of emails with another
colleague in ex- organization.
MARY ROWE. TEACHES NEGOTIATIONS AND
CONFLICT MANAGEMENT AT SLOAN SCHOOL OF
MANAGEMENT AT MIT
Jane should prepare for this challenge by
collecting lot of information but safeguard other
peoples privacy.
Analyze the power balance and suggest a
amicable solution
Andy may be shown that his mean behavior
doesnt improve the performance of team mates
Suggest a course and if a positive turnaround
takes place, reward Andy.
Keep a careful record of meetings to use in case
Andy needs to be fired

CHUCK MCKENZIE. SENIOR VICE PRESIDENT AT
OPPENMEIMER FUNDS. BASED IN NEW YORK
Janes facing a clasic situation, the
rainmaker who drives everyone crazy.
Change org structure, alienate him from
the rest of the group. Give him sales
planning
Redefine roles of every one. No
ambiguity and o total control.
Try and change the culture, Average
performers need to be disciplined.
Managers need to carve out places for
unpleasant, highly productive people-
places that keep them from poisoning
every one else
JAMES WALDROOP. PSYCHOLOGIST, PRINCIPAL AT
PEREGRINE PARTNERS THAT SPECIALIZES IN
EXECUTIVE DEVELOPMENT AND EMPLOYEE
RETENTION
Dont hire people who disrupt the
whole org.
Andy is concentrating on now he is
not looking long term.
Jane should stop accommodating
and tell him his limits
Counsel him to change attitude.
Peers would not help him
Warn him of consequences and let
him know that company environment
has to remain congenial.
COURTEOUS SERVICE
STEPHEN COVEY
Emotional Bank Accounts
A metaphor which compares investments in relationships to deposits
and withdrawals in bank accounts.

The more people interact, the more deposits are made.
BUILDING A CUSTOMER READY ORGANIZATION

VIVA
SWOT
R&P
CRM
Create a compelling brand experience
Deliver a seamless experience across channels and
touch points
Care about customers and their outcomes
Measure what matters to a customers
Value customers time
Place customer DNA at the core





Negative Attitude

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MONDAY, April 16, 2007

MANAGING NEGATIVE PEOPLE

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