Bad Apples Facilitator's Guide

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Bad Apples

How to Deal with

Difficult Attitudes

Facilitators Guide


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B a d A p p l e s H o w t o D e a l W i t h D i f f i c u l t A t t i t u d e s F a c i l i t a t o r s G u i d e

2000 Michele Matt Yanna and VisionPoint Productions, Inc

Reproducing this page in any format is prohibited.

2000 Michele Matt Yanna and VisonPoint Productions

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted inany form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the priorwritten permission of Michele Matt Yanna and VisionPoint Productions.

Those pages that may be legally reproduced will have the appropriate legal disclaimer referenced at the bottomof the page.

This publication is designed to provide accurate and authoritative information in regard to the subject matter. Itis sold with the understanding that Michele Matt Yanna and VisionPoint Productions are not engaged inrendering legal, accounting, or other professional service. If legal advice or other expert assistance is required,the services of a competent professional should be sought.


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About the Author

Each year, Michele Matt Yanna enhances the attitudes and actions of thousands ofpeople throughout the United States...inspiring them with practical solutions for positivechange. Since 1984 she has conducted thousand's of motivational seminars at

conferences, for businesses, schools, churches, and even prisons.

She is the founder and president of two companiesThe TRAINERS Group, Inc. in DesMoines, Iowa and Inspiring Solutions in West Palm Beach, Florida. She is aninternationally recognized best-selling author, motivational speaker, and trainingconsultant. Michele has created a variety of how-to resources including:

Best-selling book Attitude: The Choice is Yours (Fourth printing)

Book Motivational Leaders: Strategies & Wisdom FromAmericas Top Professional Motivators (PublishedOctober, 2000)

Training video Attitude: A Little Thing That Makes a Big Difference

Training video Serving Your Customers a Can-Do Attitude

Learning kit Attitude: A Little Thing That Makes a Big Difference

Training Exercises Activities to Enhance the Good, Bad, and Ugly Attitudes.

In 1998 she was selected as an "Iowa Up and Comer. Michele is a past president of theAmerican Society for Training and Development (ASTD) Iowa Chapter. She is an activemember of the National Speakers Association (NSA) and a founding board member forNSA-Iowa Chapter. In 1999 she earned the NSA designation of Certified SpeakingProfessional (CSP) candidate. Only 8% of the 3,500 NSA members worldwide have

passed the rigorous criteria to attain the CSP designation.

In addition to being a successful business owner, she exerts energy into being a wife,step-mother of two, and caretaker of two cats. She and her family love to travel and golf.


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Acknowledgments

I have been blessed with the opportunity to meet and work with such a variety of peoplethroughout the world! As challenging as people are with difficult attitudes, I believe thereare really no bad apples. So often, people are merely misunderstood, under-appreciated,

and not given a chance to shine.

A special thanks to the talented team at VisionPoint Productionstheir creative ideasmade working on this program so much fun! As always, I appreciate my family and staff(especially my husband, Doug, and agent, Mandy Spangler) for their ongoing supportand encouragement.

May those who utilize this program learn to accept, manage, and inspire the bad applesin lifewhether they are at work, home, school, or play!

T o f i n d o u t h o w M i c h e l e c a n i n s p i r e y o u r o r g a n i z a t i o n ,c o n t a c t h e r a t :

The TRAINERS Group, Inc.2008 Fuller Road, Suite BWest Des Moines, IA50265www.TrainersGroupInc.com

515-225-1249

Inspiring Solutions, Inc.456 Brackenwood LanePalm Beach Gardens, FL33418www.InspiringSolutions.com877-844-2008


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Table of Contents

Foreword............................................................................................................................. 2

Uses for this Program......................................................................................................... 3

Notes to the Facilitator........................................................................................................ 4

Map for the Facilitator......................................................................................................... 6

Icon Map............................................................................................................................. 7

Facilitators Checklist.......................................................................................................... 9

Invitation ........................................................................................................................... 10

Video Overview ................................................................................................................ 11

The 5-Step Process.......................................................................................................... 11

Introduction....................................................................................................................... 12

Characteristics of a Bad Attitude...................................................................................... 14

Pre-video Discussion........................................................................................................ 15

Bad Apples Video.......................................................................................................... 16

Why Dont People Do What Theyre Supposed To .......................................................... 17

Explore the 5-Step Process.............................................................................................. 19

Understanding Difficult People ......................................................................................... 20Turning Bad Apples into Good Apples ............................................................................. 21

Case Study Application ................................................................................................. 23

Case Study - Practice....................................................................................................... 24

Review and Evaluation ..................................................................................................... 25


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Foreword

Are you working with, serving, or even living with someone who has a bad attitude?Dealing with people that are negative or passive are some of the most challengingrelationships. Just being around someone who complains, whines, or just doesnt say

anything can cause you to feel frustrated, angry, or even helpless.

Bad attitudes in the workplace can deteriorate morale, lower productivity, and increasecosts. It doesnt take much for a co-worker, manager, or customer to feel the negativeeffects from someone with a bad attitude.

The good news is there is now a process for dealing with these difficult people! We havedeveloped this program to help you learn how to:

Recognize and describe the characteristics of a bad attitude.

Understand how negativity impacts relationships and performance.

Assess a challenging situation and determine an appropriate strategy.

Utilize a 5-step process for dealing with difficult people.

Identify the reason(s) for someones poor performance. Develop potential solutions for resolving a problem.

Regain your positive attitude about the other person or situation.

Manage conflict with confidence, resulting in a positive outcome.


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Uses for this Program

This program is an excellent resource for any motivational training. Listed below aresome of the specific applications for using this product:

S u p e r v i s o r y , M a n a g e m e n t , a n d L e a d e r s h i pD e v e l o p m e n t

An effective supervisor, manager or team leader must be able to motivate and maximizethe performance of all employees. Its easy to motivate the people that are positive andproductive, but it is extremely difficult to manage the attitudes and actions of people that

are negative and apathetic about their responsibilities. Bad Apples can give peoplesome practical, easy-to-use techniques for managing negativity in the workplace.

C u s t o m e r S e r v i c e T r a i n i n g

Studies show that 68% of customers quit doing business with a company because of oneemployees bad attitude. To make matters worse, dissatisfied customers tell at least 8-10people about their experience. However, 95% of dissatisfied customers will come back if

an employee or manager can effectively resolve their complaint. Bad Apples containsstrategies for changing angry customers into loyal customers.

T ea m B u i l d i n g

Like the clich One bad apple spoils the whole bunch, one person with a bad attitudecan have a negative impact on the entire team! Ironically, both people and apples aresensitive. An apple may spoil or bruise very easily if not handled or stored properly.Likewise, people are often affected by their environment and people around them. Bad

Apples

can be a learning experience to help a team better understand how attitudesimpact relationships and a process for overcoming attitudes that may be stifling theirteams performance.


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Notes to the Facilitator

This program is written to help you utilize a 5-step process for dealing with difficultpeople. Whether you are a manager trying to create a positive work environment or anexperienced training professional conducting a motivational seminar on relationships, this

program will provide you with everything you need to inspire learners to help get alongwith bad attitudes.

E x a m p l e s a n d S t o r i e s

We strongly encourage you to incorporate your own personal and professional examplesand stories to illustrate points. In addition, ask learners to share some of their own.These stories and examples can be a very powerful tool in redirecting learners thoughtsand actions. Occasionally, these examples help people identify with the subject matter ina way that nothing else does.

P r e- Tr a i n i n g A c t i v i t y

Before the training session, send out an invitation to all learners providing them with thebenefits and logistics for participating in this training. You may want to include

information about Bad Applesusing content included in this guide. The purpose ofthis invitation is to explain the value for this training, ease any anxiety and prepare themto learn. Attach a copy of the Pre-Training Assessment, located in the ParticipateMaterials section. Ask each learner to return the survey one week prior to the trainingsession. The Pre-Training Assessment will provide you with some insight about how thelearners feel about and currently deal with difficult people. It will also help you to identifyand overcome potential obstacles that may inhibit participants learning.

T i m i n g a n d A g e n d a s

Given the time constraints in most organizations, we are offering two different agendas tochoose from. The first option is a 90-minute session that will introduce the use of the 5-step process for dealing with difficult attitudes. This session, in order to be mosteffective, should be followed up later with additional information and exercises. Werecommend that all exercises be completed for optimum performance results. It would bebest if you can get the participants together again for another face-to-face session. If youcant get together face-to-face, then memos and e-mails will help reinforce and continuethe learning. Ask participants to return their results back to you.

The second option is a 4-hour session. This hands-on workshop will provide learnerswith an opportunity to practice utilizing the 5-step process and receive valuable feedback

on their skill development. Again, some type of follow-up is recommended for optimumresults. We encourage you to send out occasional e-mails, newsletter articles, or memosto remind and help reinforce participants retention and use of the program material.

P ar t i c i p a n t M at e r i a l s

All the materials needed for this program are provided within this binder. The materialsfound in the Participant Materials section are reproducible. Please feel free to make as


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many copies of the participant materials as needed for each learner. However, the videoand training instructions are NOT reproducible. If additional copies are needed, pleasecontact your vendor.

S el f - S t u d y W o r k b o o k

The last section of this Facilitators Binder is a Self-Study Workbook. All of the materialsin this section are reproducible. The Self-Study Workbook can be used when a learner isunable to attend the groups face-to-face training, or when new employees or managersare hired after the training has taken place.

N o Tw o A r e J u s t A l i k e

There are about 7,500 different varieties of apples grown worldwide. Like apples, peopleare different. Each person has a unique set of experiences, based upon their culture andupbringing.

Remember, no one can make you change your attitude or behavior. Likewise, whenpeople try to deal with difficult people there are no guarantees. Your goal, as thefacilitator, is to create an environment conducive to understanding and self-discovery. Itis your job to help the learners to understand why people have bad attitudes and to utilizetechniques for dealing with the situation.

A n A p p l e a Day

Just like the old English notion that an apple a day keeps the doctor away, we needpeoplegood or bad. By using this program, we hope that you can turn bad apples intogood apples!


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Map for the Facilitator

This page is provided as a map for the facilitator. Below is an example of one of theexercise pages. The map will help guide you as you prepare for your session.

Approximatelength ofexercise.

Each exercise hasa specific learningobjective. Keepthese objectives inmind when youare facilitating theprogram.

Each exercise willlist what materialsare needed. Makesure you have theappropriate numberof copies for yourgroup size.

Each exercisehas facilitatorsinstructions thatwill guide thefacilitator duringthe program.

When the instructionis to communicate

the following toparticipants, the textthat follows can beread or paraphrasedby the facilitator.


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Icon Map

These icons are used throughout this material to help you easily identify what you needto do as a facilitator.

A s k & Di s c u s s

R ea d o r P ar a p h r a s e

S h o w V i d e o


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A g en d a Op t i o n s

90 - minute Agenda Time Page

Introduction 15 minutes 12

Characteristics of a Bad Attitude 12 minutes 14

Pre-Video Discussion 13 minutes 15

Bad AttitudesVideo 20 minutes 16Why People Do What Theyre Supposed To 10 minutes 17

Case Studies 15 minutes 23

Review & Evaluation 5 minutes 25

4 - hour Agenda Time Page

Introduction 15 minutes 12

Characteristics of a Bad Attitude 12 minutes 14

Pre-Video Discussion 13 minutes 15

Bad AttitudesVideo 20 minutes 16

Break 15 minutes

Why People Do What Theyre Supposed To 10 minutes 17

Explore the 5-Step Process 50 minutes 19Understanding Difficult People 10 minutes 20

Turning Bad Apples into Good Apples 15 minutes 21

Break 15 minutes

Case Study Application 10 minutes 23

Case Study Practice 45 minutes 24

Review & Evaluation 10 minutes 25


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Facilitators Checklist

B e f o r e t h e T r ai n i n g :

Read through the entire facilitators guide.

Watch the video several times.

Determine the length of your session.

Send out a memo inviting participants to the training be sure to attach theForward page and the Pretraining Assessment.

Review the participants Pretraining Assessments prior to the training and beprepared to discuss what you learned during the session.

Locate audio/visual equipment and make sure it works.

Make copies of any exercises needed for the training.

Identify any personal stories that may make the session more meaningful toparticipants.

T h e Da y o f t h e Tr a i n i n g :

Review your notes.

Check the TV/VCR.

Prepare flipcharts.

Check the lighting of the room.

Set up room arrangement. Participants will need to get into small groups duringthe session.

A f t er t h e Tr a i n i n g :

Review the Program Evaluation.

Determine what, if anything, should be changed about your program.

Send a follow-up e-mail or memo to participants reminding them to meet with

their mentor or coach. Ask participants to e-mail you regarding their progress toward their goals.


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Invitation

Are you working with, serving, or even living with someone who has a bad attitude?Dealing with people that are negative or passive are some of the most challengingrelationships. Just being around someone who complains, whines, or just doesnt say

anything can cause you to feel frustrated, angry, or even helpless.


The good news is there is now a process for dealing with these difficult people! Bad

Applesis a training program to help you learn how to:





Identify the reason(s) for someones poor performance.

Develop potential solutions for resolving a problem.



Join us on (date) from (start time end time) in (location) for an inspiring workshop tohelp you (insert text describing the appropriate use for this program.)


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Video Overview

Through five different scenarios, you will learn how to use a 5-step process for dealingwith difficult attitudes.

B a d A p p l e #1 : T h e B o s s W h o K n o w s I t A l l A n d Th e nS o m e !

Paulas manager, Tom, isnt willing to listen and consider her ideas.

B a d A p p l e #2 : T h e C u s t o m e r W h o G o t Up o n t h eW r o n g S i d e o f t h e B e d

Jonathan and Anna help an angry bank customer.

Bad App le #3 : A Rea l Team P laye rN O T!

Kara observes one of her employees, Sam, is not willing to help his fellow co-workers.

B a d A p p l e #4 : C h an g e i s No t i n M y Vo c a b u l a r y !

Jan, an R.N., is frustrated with Amy, a C.N.A. for not utilizing the new treatment codes.

B a d A p p l e #5 : T h e W h at e v e r C o - w o r k e r

Jason tries to motivate one of his employees, Max, who doesnt seem to apply himself on

the job.

The 5-Step Process

1. Determine Your Involvement

2. Understand the Other Person

3. Influence His/Her Attitude

4. Resolve the Problem

5. Recover and Go On


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Introduction

L e n g t h : 1 5 m i n u t e s

L e ar n i n g O b j e c t i v e s :

Introduce participants to each other.

Provide an overview of the program.

Create a positive learning environment.

M a t er i a l s N e ed e d :

Flipchart or Overhead with the Program Objectives Pre-printed

Flipchart for Why I Want to Learn How to Deal with Difficult People

Introduction Worksheet

F ac i l i t a t o r s I n s t r u c t i o n s :

1. Welcome the participants to the program and introduce yourself.

2. Provide an overview of the program and intended learning objectives:

Bad Apples is a training program to help you learn how to:

Recognize and describe the characteristics of a bad

attitude.

Understand how negativity impacts relationships and

performance.

Assess a chal lenging si tuation and determine an

appropriate strategy.



Develop potential solutions for resolving a problem

Regain your positive attitude about the other person or

situation.

Manage conflict with confidence, resulting in a positive

outcome.


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3. Ask each participant to introduce themselves and share one reason why learningstrategies to deal with difficult people would be helpful to them. Record theirresponse on flipchart. Possible responses include:

I deal with them everyday.

They drain all my energy and enthusiasm.

They are a distraction to my product ivity.

They stress me out!


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Characteristics of a Bad Attitude



Understand how attitudes are communicated.

Describe what bad attitudes look and sound like.


Characteristics of a Bad Attitude Worksheet

Flipchart for Characteristics of Bad Attitudes


1. Explain how attitudes are communicated.

7% Words What you say

38% Tone of

Voice

How you say it

55% Body

Language

What you do facial

expressions, gestures,

etc.

100%

2. Tell the participants to think about people they have encountered that have a badattitude. For instance, they could be co-workers, customers, family members,friends, or strangers out in public.

3. Ask them to describe in specific terms the characteristics of a bad attitude.Encourage them to record their responses on their Characteristics of a Bad

Attitude Worksheet, while you list them on the flipchart. Possible responsesinclude:

What do they say?No way!

I cant do that!Dont blame me!Its not my job!

That wont work!I dont have time.

Whatever!I dont know.I dont care.Yea right.

How do they sound?Angry

DefensiveBitterWhinyLoud

AbruptRude

SarcasticMonotone

Silent

What do they do?Frown

Point fingersCross armsWalk awayLook down

BoredTired

Roll eyesBlank stare

Nothing


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Pre-video Discussion


L e ar n i n g O b j ec t i v e s :

Understand how attitude impacts other people.

Describe the negative effects on co-workers, customers, a company and itsculture.

M a t e r i a l s N ee d e d :

Pre-Video Discussion Worksheet

Flipchart for How Bad Attitudes AffectCo-workers, Customers, Culture,Company


1. Request each person find a partner and discuss questions 1-3 on the Pre-VideoDiscussion Worksheet.

How do you feel or react around people with bad attitudes?

What are the unhealthy or improper ways to deal with difficult

people?

What does the saying, One bad apple ruins the whole bunch

mean?

2. Ask all participants to share how bad attitudes affect other people. Encouragethem to record their responses on their Pre-Video Discussion Worksheet, whileyou list them on the flipchart. Possible responses include:

Co-WorkersAngry

FrustratedResentful

Complain

CustomersDissatisfiedComplain

Quit doing business

Tell other potential customersCulture or Environment

TenseDeteriorates teamwork

Lowers moraleBreaks down communication

CompanyMore mistakes

Lowers productivityIncreases cost

Loss of employees & customers


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Bad ApplesVideoL e n g t h : 2 0 m i n u t e s


Watch and listen to how attitudes affect the workplace.

Learn how to use a 5-step process to deal with difficult attitudes.

Realize that Bad Apples can actually turn out to be Good Apples.


TV and VCR

Video, Bad Apples: How to Deal with Difficult Attitudes


1. Communicate the following to introduce the video:

The video you are about to watch will i ntroduce you to 5 Bad

Apples people in the workplace with bad at ti tudes. You wi ll hear

how their attitudes are affecting other peopletheir co-workers,

bosses, and customers.

In addition, you will learn how to use a 5-step process to deal with a

difficul t situation or relationship. Afterwards, I will ask you to

identify what was helpful in changing a Bad Apple into a Good

Apple.

2. View the video, Bad Apples: How to Deal with Difficult Attitudes

3. After watching the video, ask the participants to identify:

What did you see or hear that was effective in dealing with those 5

difficult people?


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Why Dont People Do What Theyre

Supposed To



Learn the top 10 reasons why employees dont do what theyre supposed to do.

Identify possible causes for poor performance.

Realize that a bad attitude may be a result of factors you arent aware of and canbe easily corrected.


Why Dont People Do What Theyre Supposed ToWorksheet

Overhead of the Worksheet to record possible causes


1. Introduce the survey results:

Ferdinand F. Fournies, author of the book, Why Employees Don't

Do What They're Supposed to Do asked 4,000 employees and

managers with various occupations in a wide variety of industries

for the reasons they hadn't done something in the past they were

supposed to have done on the job. The top ten reasons are listed

below in order of most to least frequent response.

2. Ask them to identify possible causes for each reason someone didnt do whatthey were supposed to. Possible responses include:

Top 10 Reasons Possib le Causes

1. They didn't know why they should do it. No one explained the importance of thetask.

2. They didn't know when to begin and end it. No one clarified the timeline anddeadlines.

3. They didn't know what they weresupposed to do.

No one defined the expectations.

4. They didn't know how to do it. No one showed or trained them.


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5. They thought they were doing it. No one gave them feedback.

6. They thought your way wouldn't work, ortheir way was better.

Previous experience or lack ofunderstanding.

7. They thought something else was moreimportant. No one redirected their priorities.

8. They aren't rewarded for doing itor theyaren't punished for not doing it.

No one gave them positive or correctivefeedback.

9. They are rewarded for not doing itorthey are punished for doing it.

They arent being treated fairly because:

Example A: If they complain, they arentasked to do a task.

Example B: They have to do someoneelses work.

10. They didn't think they could do it. They lack confidence in themselves.

O p t i o n al d i s c u s s i o n q u e s t i o n :

What cou ld a manager or co-worker do in each case to help

someone do what he or she is supposed to do?


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Explore the 5-Step Process



Understand the purpose of each step in the process.

Discuss how to complete each step.


Explore the 5-Step Process Worksheet


Spend approximately 10 minutes on each step:

1. Explain the purpose of the stepwhy it is important to the situation.

2. Identify the strategies for implementing the step.

3. Use the questions to discuss how to complete the step.


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Understanding Difficult People



Recognize 9 different types of difficult people.

Understand why it happens.

Utilize strategies for dealing with them.


Understanding Difficult People Worksheet

Overhead of Understanding Difficult People


1. Introduce the roster of characters that are often difficult to deal with:

The Quiet One

Stubborn

The Heckler

The Rambler

Conversationalist

The Whiner

Personality Problems

Wrong Track The Know-It-All

2. Review the reasons why it happens and what you can do about it.

3. Request each participant discuss with a partner:

Which characters are the most difficult to deal with? Why?


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Turning Bad Apples into Good Apples



Recognize 13 Bad Apples you may have encountered.

Identify things you could say, ask, or do to turn them into Good Apples.


Turning Bad Apples into Good Apples Worksheet

Overhead of Turning Bad Apples into Good Apples

Facilitators Instructions:

1. Either in small groups or with partners, ask the participants to identify things that

someone could say, ask, or do to make a positive influence on a bad apple.For the sake of time you might have half of the group do the odd and the otherhalf do the even numbered items. Record your responses below. Make themspecific, relevant and appropriate to the participants.


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Y o u r A n s w e r K e y : T u r n i n g B a d A p p l e s i n t o G o o dA p p l es

Bad ApplesThings

You Could SayThings

You Could AskThings

You Could Do

1. Brad Bored

2. Carol Complainer

3. Gregory Gossip

4. Betty Busywork

5. Roger Rigid

6. Victoria Victim

7. William Whatever

8. Lisa Lazy

9. Doubting Thomas

10. Jill Jealous

11. Worry Walt

12. BettyBackstabber

13. Timid Tim


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Case Study Application

L e n g t h : 1 0 - 1 5 m i n u t e s , d e p e n d i n g u p o n t h e l e n g t h o f t h et r a i n i n g

Learning Objectives:

Apply the use of the 5-step process to a recent or current situation.

Practice writing statements and questions to accomplish each step.


Case Study Application Worksheet

Your completed sample of Case Study Application on overhead


1. Prior to facilitating this program, you will need to complete a sample Case Study Application Worksheet to demonstrate how to use this worksheet. Choose anappropriate situation, one that the participants can relate with, but doesntembarrass anyone. Make an overhead of the completed sample.

2. Show the participants your sample worksheet.

3. Ask them each to complete one of their own. You may choose to let themdescribe either a relationship at work or home.


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Case Study - Practice



Practice utilizing the 5-step process for dealing with difficult attitudes.

Obtain feedback and suggestions for enhancing your effectiveness when dealingwith difficult attitudes.


Flipchart to explain how to set up the Practice Rounds:

15-minute Rounds Bad Apple Uses the 5-Steps Observer

1 Person One Person Two Person Three

2 Person Two Person Three Person One3 Person Three Person One Person Two


1. Number off by three and divide the group into triads (3 per group).

2. Explain how the practice round(s) will work:

Each person will have 15 minutes to practice using the 5-step

process.

For the first round: Person One will be the Bad Apple , Person

Two will practice using the 5-steps to deal with the Bad Apple,

and Person Three observes and gives feedback.

Ask Person Two to descr ibe the si tuation to Person One who wi ll be

the Bad Apple.

3. Allow 10 minutes to practice using the 5-steps in a role-play discussion. At theend of 10 minutes, stop the discussion and ask the observers to give specificfeedback on how well the 5-steps were utilized. The observers will have 5minutes to share feedback and make suggestions.

4. Repeat the same process for Rounds 2 and 3.


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Review and Evaluation

L e n g t h : 5 - 1 0 m i n u t e s , d e p e n d i n g u p o n t h e l e n g t h o f t h et r a i n i n g


Review the key concepts learned during the training.

Evaluate the effectiveness of the program.


Program Evaluation Worksheet

Supply of squeeze Bad Apples for each participant


1. Review the activities and/or the learning objectives for the program:

As you learned today, bad atti tudes in the workplace can

deteriorate morale, lower product ivity, and increase costs. It

doesnt take much for a co-worker, manager, or customer to feel the

negative effects from someone with a bad attitude.

However, you now have a process for dealing with these difficult

people! Today you learned how to:

Recognize and describe the characteristics of a bad

attitude.

Understand how negativity impacts relationships and

performance.

Assess a chal lenging si tuation and determine an

appropriate strategy.



Develop potential solutions for resolving a problem. Regain your positive attitude about the other person or

situation.

Manage conflict with confidence, resulting in a positive

outcome.


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2. Ask each participant to share what was most beneficial to them and what theywill do when dealing with difficult attitudes.

3. Distribute the Program Evaluation Worksheets. Request each participantcomplete their evaluation before they leave.

4. Announce they will receive a squeeze Bad Apples when they turn in theirevaluation. Encourage them to put theirBad Apples on their desk as areminder that most Bad Apples are Good Apples, depending upon how youdeal with them.


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Bad Apples

How to Deal with

Difficult Attitudes

Participant Materials


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B a d A p p l e s H o w t o D e a l W i t h D i f f i c u l t A t t i t u d e s P a r t i c i p a n t M a t e r i a l s

Page 1


This page may be reproduced in unlimited quantities for training purposes.

Introduction

Are you working with, serving, or even living with someone who has a bad attitude?Dealing with people that are negative or passive are some of the most challengingrelationships. Just being around someone who complains, whines, or just doesnt sayanything can cause you to feel frustrated, angry, or even helpless.













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Pre-Training Assessment

Instructions:

Answer the following questions in the space provided. This is not a test, but anassessment of how you feel and currently deal with difficult people.

1. Describe the characteristics of someone who is difficult to deal with.

What do they say?

What do they do?

2. How do you feel when you encounter someone with a bad attitude?

3. How does negativity impact the workplace?

4. How do employees with a bad attitude affect customers?

5. What do you usually do or say when you are around someone who has a badattitude?


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Characteristics of a Bad Attitude

Attitudes are REAL! They can be heard, seen, and even felt. People communicate their

attitude using three components:

7% Words (What you say)38% Tone of Voice (How you say it)55% Body Language (What you do facial expressions, gestures, etc.)100%

Instructions:

Think about people you know that have a bad attitude. Describe their characteristics.

What do they say? (Record their words, phrases, or comments)

How do they sound? (Describe their tone of voice, face-to-faceor on the phone)

What do they do? (List their facial expressions, gestures, bodylanguage, etc.)


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Page 4



Pre-Video Discussion

1. How do you feel or react around people with bad attitudes?

2. What are the unhealthy or improper ways to deal with difficult people?

3. What does the saying, One bad apple ruins the whole bunch mean?

4. How do bad attitudes affect:

Coworkers Customers

Culture or Environment Company


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Page 5



Why Dont People Do What Theyre Supposed To?

A survey* was conducted with 4,000 employees and managers with various occupationsin a wide variety of industries (banking, hospitals, retail, manufacturing, and service).

Participants were asked for reasons they hadn't done something in the past they weresupposed to have done on the job. The top ten reasons are listed below in order of mostto least frequent response.

Top 10 Reasons Possible Causes

1. They didn't know why they shoulddo it.

2. They didn't know when to begin

and end it.


4. They didn't know how to do it.

5. They thought they were doing it.

6. They thought your way wouldn'twork, or their way was better.

7. They thought something else wasmore important.

8. They aren't rewarded for doingitor they aren't punished for notdoing it.

9. They are rewarded for not doingitor they are punished for doingit.

10. They didn't think they could do it.

* Source: Ferdinand F. Fournies, Why Employees Don't Do What They're Supposedto Do.


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Page 6




Step One: Determine Your Involvement

The purpose of this step is to help you determine whether or not to say or do anythingonce you encounter a difficult person. Ask yourself four questions:

Is this person important to you?

Has this happened before?

Does this bother you or other people?

Can you invest your time?

Discuss the following questions to understand how to complete stepone.

1. List the names of people or relationships that are important to you.

2. What constitutes a habit?

3. Besides yourself, who else might be affected by a difficult person?

4. When/where is it appropriate to discuss a problem with someone?

5. When/where is it inappropriate to discuss a problem with someone?

6. In what circumstances might it be important to not get involved with certaindifficult situations or people

at work?

at home?

in public?

NOTE: If you answer no to any ofthe four questions in Step One

It is recommended that you removeyourself from the situationeithertemporarily or permanently.


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Page 7




Step Two: Understand the Other Person

The purpose of this step is to avoid making any negative impressions about someonebefore learning the facts. Ask open-ended questions that start with:

Who?

What?

When?

Where?

How?

NOTE: Once you learn the facts about the other person or the situation, you may decidenot to get involved.

Discuss the following questions to understand how to complete steptwo.

1. How could incorrect assumptions about someone or a situation affect arelationship?

2. Why is it important to learn the facts when faced with a problem?

3. Describe the characteristics of someone who can listen with an open mind.

4. For what reasons might someone have a bad attitude and been misunderstood?


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Page 8




Step Three: Influence His/Her Attitude

The purpose of this step is to gain the other persons agreement to change his/herattitude or behavior. Here are three ways to influence them:

Describe how you or other people feel.

Explain possible consequences.

Suggest other ways to think about the problem.

Discuss the following questions to understand how to complete stepthree.

1. Why is it important to gain the other persons agreement there is a problem withhis/her attitude or behavior?

2. How could you describe your feelings so that the difficult person wouldntbecome defensive?

Sharp Words that Anger Soft Words that Convince

3. One of the quickest ways to lose credibility with someone is to threatenconsequences you arent prepared to follow through with. List some appropriateconsequences for poor performance

at work:

at home:

4. To help the difficult person think about additional ways they impacted a situationor relationship, describe how other people are affected.


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Page 9




Step Four: Resolve the Problem

The purpose of this step is:

Define your future expectations.

Mutually discuss solutions.

Agree upon the best solution(s).

Discuss the following questions to understand how to complete stepfour.

So often people dont do what they are supposed to because they didnt know what wasexpected of them. Describe, in specific terms, what is expected of you by your:

Supervisor or Manager

Employee(s)

Co-Workers

Customers


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Page 10




Step Five: Recover and Go On

The purpose of this step is to help you after the discussion. Once you have clarified thenext steps, it is important to:

Regain your positive attitude.

Follow-through with commitments.

Recognize any change the other person makes in his/her attitude.

Discuss the following questions to understand how to complete stepfive.

1. How do you feel about people that you have a conflict with?

2. What are the dysfunctional ways to manage conflict?

3. What does the phrase, separate the person from his/her behavior, mean?

4. Why is it important to follow-through with any commitments youve made to helpthe other person?

5. What can you say or do to recognize any positive change in his/her attitude orbehavior?

6. How can you avoid carrying a grudge toward a difficult person?


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Page 11




Character Why it happens What to do about it

The Quiet One

Bored

Indifferent

Timid

Superior

Gain interest by askingfor opinion.

Question the person nextto this person. Then askthe quiet one to commenton the view expressed.

Compliment the first timethis person contributes.

Indicate respect for this

persons experience,then ask for ideas.

Stubborn

Cant or wont see theother side

Ask other members ofthe group to comment onthe ideas.

Remind the person thattime is short and suggestthey accept the groupconsensus presently.Indicate your willingnessto talk with them at alater time.

The Heckler

Good natured, but isdistracted by job orpersonal problems

Keep yours and otherstempers under control.

Honestly agree with oneidea, then move tosomething else.

As a last resort, talkprivately with this personto determine whatsbothering them.


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Page 12





The Rambler

Has good ideas, butdoesnt get to thepoint

When there is a pause for breath,thank this person, summarize thepoint made, refocus attention, andmove on.

In a friendly manner, indicate thatwe are a little off the subject.

Conversationalist

Side chatter is usuallypersonal, butdistracting

Dont embarrass, but call thisperson by name and ask an easyquestion.

Call this person by name, restatetheir last opinion expressed, andask for their opinion.

Participation is the best cure.Include this person in thediscussion.

The Whiner

Has a pet peeve

Gripes

Has a legitimatecomplaint

Point out that the problem at handis to operate as efficiently andcooperatively as possible underpresent circumstances.

Indicate that youll discuss thepersonal problem with themprivately at a later date.

In some cases, it is helpful to askthe group to respond to theircomplaint.


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Page 13





Personality Problems

Some personalitiesjust clash, causing adanger to the successof the meeting

Maximize points of agreement;minimize disagreements. Drawattention to the objective at hand.

Pose a direct question to anuninvolved member on the topic.

Frankly state that personalitiesshould be left out of thediscussion.

Wrong Track

Brings up incorrect

ideas

Say, Thats one way of looking at

it, and tactfully make anycorrections.

Say, I hear your point, but can wedeal with our current situation?

The Know-It-All

Highly motivated

Show off

Well informed

Just plain talkative

Slow this person down with somedifficult questions.

Say, Thats an interesting point.Now lets see what the rest think.Draw upon their knowledge, butrelay to the group.

In general, ask the person a directquestion to refocus them on thetask or decision to be completed.


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Page 14




Instructions: F o r e a c h s i t u a t i o n d e s c r i b e d b e l o w , d i s c u s s w h a t y o u

c o u l d s a y , a s k o r d o i f y o u e n c o u n t e r e d t h e f o l l o w i n g B a dA p p l e s .

Bad ApplesThings

You CouldSay

ThingsYou Could

Ask

ThingsYou Could

Do

1. Brad Bored

2. CarolComplainer

3. Gregory Gossip

4. Betty Busywork

5. Roger Rigid

6. Victoria Victim

7. William

Whatever

8. Lisa Lazy

9. DoubtingThomas

10. Jill Jealous

11. Worry Walt


13. Timid Tim


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Page 15



Case Study - Application

Instructions:Practice using the 5-step process with a difficult relationship you have or are currently

dealing with. Begin by writing a description of the situation or behavior. Then writeactual statements and questions you could use during your discussion.

SITUATION: Describe Your Observations.

What did s/he say? (Record words, phrases, or comments)

How did s/he sound? (Describe tone of voice)

What did s/he do? (List facial expressions, gestures, body language)

STEP 1: Determine Your Involvement.

Is this person important to me?


Does this bother me or others?

Can I invest my time?

If you answer no to any of the questions, remove yourself temporarily orpermanently. Otherwise, move onto step two.


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Page 16



Case Study Application (continued)

STEP 2: Understand the Other Person.

Who

What

When

Where

Why

How

NOTE: Once you learn more about the situation, ask yourself if you still want tomake a change? If no, you can remove yourself temporarily or permanently.Otherwise, move onto step three.

STEP 3: Influence His/Her Att itude.

Describe how you feel.


Suggest other ways to think about it.

STEP 4: Resolve the Problem.

Define future expectations.



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Page 17




STEP 5: Recover and Go On.

Define how you will help him/her.

Describe how you can regain your positive attitude

toward yourself:

toward the other person.

List 3 ways to recognize any change the other person makes in his/herattitude.


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Page 18



Program Evaluation

Instructions:

Please circle the number that best describes your satisfaction with this program.

Very Low Low High Very High

The objectives of the training wereclearly presented.

1 2 3 4

Opportunities to ask questions anddiscuss issues were sufficient.

1 2 3 4

The session was well organized andpresented.

1 2 3 4

Please circle the number that describes your confidence to be able to:


Recognize and describe thecharacteristics of a bad attitude.

1 2 3 4

Understand how negativity impactsrelationships and performance.

1 2 3 4

Assess a challenging situation anddetermine an appropriate strategy.

1 2 3 4

Utilize a 5-step process for dealing withdifficult people.

1 2 3 4

Identify the reason(s) for someones

poor performance. 1 2 3 4 Develop potential solutions for

resolving a problem.1 2 3 4

Regain your positive attitude about theother person or situation.

1 2 3 4

Manage conflict with confidence,resulting in a positive outcome.

1 2 3 4

The best part of this program was:

This program could be improved by:

Additional comments:

I would recommend this session to other people (circle one). Yes No


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Bad Apples

How to Deal with

Difficult Attitudes

Self-Study Materials


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B a d A p p l e s H o w t o D e a l W i t h D i f f i c u l t A t t i t u d e s S e l f S t u d y M a t e r i a l s

Page 1



Introduction

Are you working with, serving, or even living with someone who has a bad attitude?Dealing with people that are negative or passive are some of the most challenging

relationships. Just being around someone who complains, whines, or just doesnt sayanything can cause you to feel frustrated, angry, or even helpless.












About this Self-Study Course

This self-study program will help you to understand how bad attitudes affect you and otherpeople. The exercises are designed for you to complete before and after watching the

Bad Applesvideo. Each exercise builds upon the next; therefore, it is important for youto complete the exercises in the order that they appear in this workbook.


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Page 2



Characterist ics of a Bad Attitude

Attitudes are REAL! They can be heard, seen, and even felt. People communicate theirattitude using three components:

7% Words (What you say)38% Tone of Voice (How you say it)55% Body Language (What you do facial expressions, gestures, etc.)100%

Instructions:Think about people you know that have a bad attitude. Describe their characteristics.Write your response in the space provided below.

What do they say? (Record their words, phrases, or comments)

How do they sound? (Describe their tone of voice, face-to-faceor on the phone)

What do they do? (List their facial expressions, gestures, bodylanguage, etc.)


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Page 3



The Impact of Bad Attitudes

Instructions:Before viewing the Bad Applesvideo, take some time to reflect on the followingquestions. Write your answers in the space provided.

1. How do you feel or react around people with bad attitudes?

2. What are the unhealthy or improper ways to deal with difficult people?

3. What does the saying, One bad apple ruins the whole bunch, mean?

4. How do bad attitudes affect:

Co-Workers Customers

Culture or Environment Company


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Page 4




Instructions:View the video, Bad Apples: How to Deal with Difficult Attitudes. After watching the

video, review the description of each step and write your answers to the questions in thespace provided.

Step One: Determine Your Involvement

The purpose of this step is to help you determine whether or not to say ordo anything once you encounter a difficult person. Ask yourself fourquestions:

Is this person important to you? Has this happened before?

Does this bother you or other people? Can you invest your time?

Answer the fo llowing questions to understand how to complete step one.

1. List the names of people or relationships that are important to you?

2. What constitutes a habit?

3. Beside yourself, who else might be affected by a difficult person?

4. When/where is it appropriate to discuss a problem with someone?

5. When/where is it inappropriate to discuss a problem with someone?

6. In what circumstances might it be important to not get involved with certain difficultsituations or people

at work?

at home?

in public?

NOTE: If you answer no to any of thefour questions in Step One

It is recommended that you removeyourself from the situationeithertemporarily or permanently.


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Page 5




Step Two: Understand the Other Person

The purpose of this step is to avoid making any negative impressionsabout someone before learning the facts. Ask open-ended questionsthat start with:

Who? What? When? Where? How?

NOTE: Once you learn the facts about the other person or the situation, you may decidenot to get involved.

Answer the fol lowing questions to understand how to complete steptwo.

1. How could incorrect assumptions about someone or a situation affect arelationship?

2. Why is it important to learn the facts when faced with a problem?

3. Describe the characteristics of someone who can listen with an open mind?

4. For what reasons might someone have a bad attitude and been misunderstood?


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Page 6



Why People Do What Theyre Supposed To

A survey* was conducted with 4,000 employees and managers with various occupationsin a wide variety of industries (banking, hospitals, retail, manufacturing, and service).

Participants were asked for reasons they hadn't done something in the past they weresupposed to have done on the job. The top ten reasons are listed below in order of mostto least frequent response.

Instructions: F o r e a c h r e a s o n , l i s t p o s s i b l e c a u s e s f o r s o m e o n e t on o t d o w h a t t h e y r e s u p p o s e d t o d o .

Top 10 Reasons Possible Causes

1. They didn't know why they should do it.

2. They didn't know when to begin andend it.


4. They didn't know how to do it.

5. They thought they were doing it.

6. They thought your way wouldn't work, ortheir way was better.

7. They thought something else was moreimportant.

8. They aren't rewarded for doing itorthey aren't punished for not doing it.

9. They are rewarded for not doing itorthey are punished for doing it.

10. They didn't think they could do it.

* Source: Ferdinand F. Fournies, Why Employees Don't Do What They're Supposed to Do.


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Page 7




Step Three: Influence His/Her Att itude

The purpose of this step is to gain the other persons agreement tochange his/her attitude or behavior. Here are three ways to influencethem:

Describe how you or other people feel. Explain possible consequences. Suggest other ways to think about the problem.

Answer the fol lowing questions to understand how to complete stepthree.

1. Why is it important to gain the other persons agreement that there is a problemwith his/her attitude or behavior?

2. How could you describe your feelings so that the difficult person wouldnt becomedefensive?

Sharp Words that Anger Soft Words that Convince

3. One of the quickest ways to lose credibility with someone is to threatenconsequences you arent prepared to follow through with. List some appropriateconsequences for poor performance

at work:

at home:

4. To help the difficult person think about additional ways they impacted a situationor relationship, describe how other people are affected.


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Page 8




Step Four: Resolve the Problem

The purpose of this step is:

Define your future expectations.


Agree upon the best solution(s).

Answer the fol lowing questions to understand how to complete stepfour.

So often people dont do what they are supposed to because they didnt know what wasexpected of them. Describe, in specific terms, what is expected of you by your:

Supervisor or Manager

Employee(s)

Coworkers

Customers


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Page 9




Step Five: Recover and Go On

The purpose of this step is to help you after the discussion. Once youhave clarified the next steps, it is important to:

Regain your positive attitude. Follow-through with commitments. Recognize any change the other person makes in his/her attitude.

Answer the fol lowing questions to understand how to complete stepfive.

1. How do you feel about people that you have a conflict with?

2. What are the dysfunctional ways to manage conflict?

3. What does the phrase, separate the person from his/her behavior, mean?

4. Why is it important to follow-through with any commitments youve made to helpthe other person?

5. What can you say or do to recognize any positive change in his/her attitude orbehavior?

6. How can you avoid carrying a grudge toward a difficult person?


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Page 10





The Quiet One

Bored

Indifferent

Timid

Superior

Gain interest by asking foropinion.

Question the person nextto this person. Then askthe quiet one to commenton the view expressed.

Compliment the first timethis person contributes.

Indicate respect for thispersons experience, thenask for ideas.

Stubborn

Cant or wont see theother side

Ask other members of thegroup to comment on theideas.

Remind the person thattime is short and suggestthey accept the groupconsensus presently.Indicate your willingness

to talk with them at a latertime.

The Heckler

Good natured, but isdistracted by job orpersonal problems

Keep yours and otherstempers under control.

Honestly agree with oneidea, then move tosomething else.

As a last resort, talkprivately with this person

to determine whatsbothering them.


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Page 11





The Rambler

Has good ideas, butdoesnt get to thepoint

When there is a pause for breath,thank this person, summarize thepoint made, refocus attention, andmove on.

In a friendly manner, indicate thatwe are a little off the subject.

Conversationalist

Side chatter is usuallypersonal, butdistracting

Dont embarrass, but call thisperson by name and ask an easyquestion.

Call this person by name, restatetheir last opinion expressed, andask for their opinion.

Participation is the best cure.Include this person in thediscussion.

The Whiner

Has a pet peeve

Gripes

Has a legitimatecomplaint

Point out that the problem at hand isto operate as efficiently andcooperatively as possible underpresent circumstances.

Indicate that youll discuss thepersonal problem with themprivately at a later date.

In some cases, it is helpful to askthe group to respond to their

complaint.


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Page 12





PersonalityProblems

Some personalitiesjust clash, causing adanger to thesuccess of themeeting

Maximize points of agreement;minimize disagreements. Drawattention to the objective at hand.

Pose a direct question to anuninvolved member on the topic.

Frankly state that personalitiesshould be left out of thediscussion.

Wrong Track

Brings up incorrectideas

Say, Thats one way of lookingat it, and tactfully make anycorrections.

Say, I hear your point, but canwe deal with our currentsituation?

The Know-It-All

Highly motivated

Show off

Well informed

Just plain talkative

Slow this person down with somedifficult questions.

Say, Thats an interesting point.Now lets see what the restthink.

Draw upon their knowledge, butrelay to the group.

In general, ask the person a

direct question to refocus themon the task or decision to becompleted.


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Page 13




Instructions: F o r e a c h s i t u a t i o n d e s c r i b e d b e l o w , w r i t e s o m e t h i n g

y o u c o u l d s a y , a s k o r d o i f y o u e n c o u n t e r e d t h e f o l l o w i n g B a dA p p l e s .

Bad ApplesThings

You CouldSay

ThingsYou Could

Ask

ThingsYou Could

Do

1. Brad Bored

2. CarolComplainer

3. Gregory Gossip

4. Betty Busywork

5. Roger Rigid

6. Victoria Victim

7. William

Whatever

8. Lisa Lazy

9. DoubtingThomas

10. Jill Jealous

11. Worry Walt


13. Timid Tim


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Page 14



Case Study - Application

Instructions:Practice using the 5-step process with a difficult relationship you have or are currentlydealing with. Begin by writing a description of the situation or behavior. Then write actualstatements and questions you could use during your discussion.

SITUATION: Descr ibe Your Observations.

What did s/he say? (Record words, phrases, or comments)

How did s/he sound? (Describe tone of voice)

What did s/he do? (List facial expressions, gestures, body language)

STEP 1: Determine Your Involvement.

Is this person important to me?


Does this bother me or others?

Can I invest my time?

If you answer no to any of the questions, remove yourself temporarily or

permanently. Otherwise, move onto step two.


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Page 15




STEP 2: Understand the Other Person.

Who

What

When

Where

Why

How

NOTE: Once you learn more about the situation, ask yourself if you still want tomake a change? If no, you can remove yourself temporarily or permanently.Otherwise, move onto step three.

STEP 3: Influence His/Her Att itude.

Describe how you feel.


Suggest other ways to think about it.

STEP 4: Resolve the Problem.

Define future expectations.



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Page 16




STEP 5: Recover and Go On.

Define how you will help him/her.

Describe how you can regain your positive attitude

toward yourself:

toward the other person.

List 3 ways to recognize any change the other person makes in his/herattitude.


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Program Evaluation

Instructions:

Please circle the number that best describes your satisfaction with this program.

Very Low Low High Very High The objectives of the training were

clearly presented.1 2 3 4

The self-study materials were wellorganized and presented.

1 2 3 4

Please circle the number that describes your confidence to be able to:


Recognize and describe thecharacteristics of a bad attitude.

1 2 3 4

Understand how negativity impactsrelationships and performance.

1 2 3 4

Assess a challenging situation anddetermine an appropriate strategy.

1 2 3 4

Utilize a 5-step process for dealing withdifficult people.

1 2 3 4

Identify the reason(s) for someonespoor performance.

1 2 3 4

Develop potential solutions for resolving

a problem.

1 2 3 4

Regain your positive attitude about theother person or situation.

1 2 3 4

Manage conflict with confidence,resulting in a positive outcome.

1 2 3 4

The best part of this program was:

This program could be improved by:

Additional comments:

Bad Apples Facilitator's Guide

Documents

Transcript of Bad Apples Facilitator's Guide