HERDING CATTLE (OR DEALING WITH DIFFICULT

EMPLOYEES)

Dana Thorp Patterson

Asst. Executive Director

Ozarks Technical Community College

TODAY’S AGENDA

M

otivation

C

ommon Denominators

D

efining difficult people/behaviors

P

ersonality, Growth Plan, Action Plans

MOTIVATIONB

asic Needs (Dr. Abraham Maslow)

P

hysiological

S

afety & Security

S

ocial Needs

E

steem or Ego Needs

S

elf Actualization

KNOWING YOUR STAFFM

oney is a bookend motivator – it gets them into the job and keeps them from leaving, but

what else motivates your group?

I

ntrinsic v Extrinsic motivation

W

hat do you know about your employees?• Entertainment• Family • Preference for work – breaks, vacation• Leisure activities• What else?

What motivates your team?

RELATIONSHIPSE

veryone interacts with the strong personalities

H

ow you DEAL with it depends upon your role

A

s a peer, you are responsible for three things: • Being professional in behavior• Being respectful in spite of problems or differences• Knowing when to bring a supervisor into the situation

SUPERVISOR/LEADER

• Supervisors have more responsibility:• Hiring• Coaching• Termination• Intervention between staff• Cognizant of problems and actively

engaged in remedying the issues• To act appropriately, professionally

and…• And always respectfully

THE BIG FIVE

B

IG 5: • Personality: who are these people?• Temperament: what is their style, behavior,

mood?• Heart: what do they love and care about?• Relationship: is there a bond – between the

person and their job, their peers?• Dream: what do they want – out of their career,

perhaps out of life?

HERDING DIRECTIONS Functions:

Riding the herd and calling directions Getting the right cowboy/girl to take

care of the cattle (delegate) Develop a trail plan

In order to be effective, you must know the cattle, the cowboys/girls on

your trail, and the route.When we cannot effectively evaluate situations and people, we

will lose. John Maxwell

CATTLE TRAIL – THE PLAND

elegate according to their strengthC

oach according to their weaknessM

entor according to their potentialR

elate according to their personality & temperamentL

ead according to their dreamsW

hat’s the common thread?

STARTING OUT

CONSIDER: Who is the person and what does s/he need

COMMUNICATE: How will you meet that need

CONNECT: Meet that need BEFORE asking for anything

COMMIT: Yourself to them and them to you – ONLY after the first three steps.

BEFORE SADDLING UP

I

s there potential?

W

ill they change?

W

ill they follow?

E

ach of these MUST equal the energy expended.

WHAT HAPPENS IF….I

f there is a NO to any of the preceding questions, r

educe your time and energy. T

he more difficult a personality, the more R

ESOUNDING YES must be given to all the questions. I

f they express desire and commitment to improve–dive in.

If no – then back off. Look at other options.

HANDLING PERSONALITIES

Understanding the personality

Assessing the whole issue

Define your needs from theirs

CAN they actually improve?

Do they WANT to improve?

PERSONALITY TYPES

Analytical-facts and details; money/numbers; independent; neat/organized; on time; no risks Driver-to the pt.; busy; immediate results; risks; multiple choices; power; independently; positiveAmiable-social; likeable; traditional; no risks; needs support; careful decisions; somewhat wishy/washy; less time-orientedExpressive-dreamer; uses hunches; social; quick decisions; planner; risks; generalizes; less time oriented

HANDLING PERSONALITY

Analytical –let them know they are right; give them

facts; stress logic; observe time constraints; compliments; quick precise answers

Amiable – be friendly; build rapport; don’t rush; allow time for conversation; stress emotional

benefits; reassure; give them positive choice; help them decide

HANDLING EACH PERSONALITY

Driver – dress professionally; get to the point; don’t waste time; stress quick results; ask questions to force attention; put it in writing; let them take charge at times; summarize key benefits before closing; use 2-3 options

Expressive – present big picture; use emotional benefits; show them proof (testimonials, articles, etc); recognize their importance; details in writing and explain;

SPECIFICS

FEARFUL PERSON A

“Fearful Fred” – B

ehavior: a lack of confidence causes them to do nothing

Strength is that he is devoted and loyal

Problem is that he is a low producer

Needs a Dale Carnegie course in self confidence

GROWTH PLAN-FEARFUL PERSON

Privately, sit down and discuss Fred’s fears

Identify the fears and reasons why he has them

90% of all fears are a result of a previously bad

experience E

valuate his desire to overcome his fears I

f desire is high – develop a game plan I

f desire is low – other options – reassign?

ACTION PLAN -FEARFUL

Plan a project together -provides support and

security S

tructure the project D

o a simpler project first – safety D

o the project together D

o a winnable project – build in success

DEPRESSED PERSONALITY

A Sad Sally - Behavior Depressed

Strengths – CAN do the work, under the right

circumstances P

roblem is negative attitude – materials on winning attitude

Motivated by coaching and reassurance

GROWTH PLAN - DEPRESSED PERSONALITY

Privately sit down and discuss the slump

Listen to her background –

Let her talk about the good old days

List what she did effectively when things went well

List what she did when things went poorly - contrast!

If she desires to change, develop a game plan

ACTION PLAN - DEPRESSED PERSONALITY

Remove her from others while she is in a slump – Downer Debbie!

Reprioritize the workload

Remain with this person as much as possible

Require her to do what is right, not what she wants to do

Remember to encourage her when possible!

EXCITED PERSONALITY

Starts fast but seldom finishes

High enthusiasm – he’s excited! Provides energy!

Motivated by new challenges – loves them!

Strength is starting strong – even before the meeting is over

Problem is that he seldom finishes

GROWTH PLAN-EXCITED PERSONALITY

Needs a mentor that finishes well

Listen and discuss the excitement

Listen to exciting start up stories

Ask for the ‘rest of the story’ – outcomes

Let him see what he has lost

Take into account exaggeration

Does he want to finish well(desire to change!)

ACTION PLAN EXCITED PERSONALITY

Assign a new challenge

Keep him focused

Reward him for finishing well – on the other side of the

finish line! A

ssign a good detail person to work with him. H

is greatest need is ongoing training – to change a life, keep putting materials in their hands!

DISORGANIZED PERSONALITY

Like a rocking horse, always in motion but never advancing

Unfocused behavior

Motivated by direction

Strengths are relational – very social usually

Problem area is lack of result

Provide her with organizational items: files, calendars, etc

GROWTH PLAN - DISORGANIZED PERSONALITY

Discuss the disorganization

Listen to her frustrations - she spins

her wheels

Look at her mess – visually

Determine if she wants to get

organized (desire?)

ACTION PLAN -DISORGANIZED PERSONALITY

Needs personal attention

Ask her to photocopy her daily schedule

Help her list her priorities

Teach her time management of the priority list

Monitor her progress

Leave no room for options and uncertainty

PERFECTIONIST PERSONALITY

P

erfectionist Pete - Behavior is rigid

M

otivated by control

S

trength is knowledgeable

P

roblem is that they personalize failure

GROWTH PLAN-PERFECTIONISTS

Discuss the perfectionism

Give them time

• They are usually poor at expressing emotion• Don’t interrupt them at any time

• The moment you interrupt, they go back to the first step again!

Encourage them to be more tolerant with self and others –

perfectionists are highly critical

ACTION PLAN - PERFECTIONISTS

Provide confidence and reassurance

Encourage to not take mistakes personally

Encourage to take more risks

Reward for getting things done on time even if not perfect

Show him the BIG picture!

Let them be planners – work on projects – plenty of time

CRITICAL PERSONALITY

Critical Connie - Voices criticism to whomever will listen

Negative behavior

Motivated by listeners

Strengths – normally there is SOME truth in the criticism

Problem is that they will undermine anything and

everything

GROWTH PLAN FOR CRITICAL PERSONALITY

Give them materials on being a people person

Listen and discuss the issues

Give accurate examples of Connie’s criticisms

• She will deny a lot of these, SO A

sk for an explanation of those examples G

ive her a proper avenue to criticize

ACTION PLAN -CRITICAL PERSONALITY

Ask people affected to meet with you and Connie

Ask them to tell their story of what happened

Ask Connie for an explanation

Give them ALL a proper avenue to criticize

What happens if Critical Connie doesn’t change?

This is the most destructive person on your team.

GRANDSTAND PERSONALITY

Grandstanding George - Wants to be in front and get all the credit

Behavior is aggressive, boastful

Motivated to be Number One

Strength is self sufficient

Problem is that he is demanding

Problems is that he won’t help build the team

Needs to be in a teambuilding program.

GROWTH PROGRAM -GRANDSTANDERS

Discuss the grandstanding behavior

Point out the damage that he causes to team

Ask him who he respects that he will listen to

There has to be an audience in grandstanders life in

order for him to do his routineR

emember that YOU can recognize the ones or the team that is deserving!

ACTION PLAN -GRANDSTANDER

Lead from strength and power or he’ll never respect you.

Bring in a person he respects to help you

Reward him for team play

Know which issues are worth the battle

Once the issues are settled, never give in

Problem placement – if he can become a servant,

he can be good up front – but ONLY after he

demonstrates team playing.

OBSERVATIONS

They aren’t so difficult once you face them

Most of the time you’ll succeed

They will be some of your best producers

A little individual attention goes a long way

Respect is key to difficult relationships

Egos cause more trouble than the issues

Difficult and different are often the same

Respecting, caring about and loving people covers a

multitude of problems

LESS OBVIOUS VARMINTS

W

hat are some of the types you’ve run into?

S

kunks – stinkers

P

orcupine – stickers (stab you in the back?)

W

olves – howlers and whiners

H

yenas – laughing – at inappropriate times?

O

xen- stubborn

J

ackasses – self explanatory

YOUR EXPERIENCES

PEER TO PEER (1)Y

ou should handle some of your work relationships independently

Exercise good judgment: when can you intercede on your own behalf/ when you need to report – (harassment, discrimination, hostility, threats -implied or direct)

Handle – miscommunication, first time disagreements, specific issues on a project

Be mature; State your issue clearly; Request that you be heard before you discuss

PEER TO PEER(2)

L

isten well; Agree to future behavior; Send a follow

up email, thanking them for their time the gist of

the conversation (this becomes some

documentation for you)

R

eport further issues to supervisor

WHEN YOUR BOSS IS THE PROBLEM (1)

Sometimes you can address these. Other times you must simply decide if the job fit is for you

A

sk for a time to discuss the issue: Use I

statements –

S

end an email afterwards

WHEN YOUR BOSS IS THE PROBLEM (2)

SUPERVISORS/LEADERS

Y

our responsibilities are greater!

S

hould know what’s going on in your office/department

K

now the personality types in your office

B

e cognizant of your OWN personality!

PREVENTION & CUREH

iring the right people – • Know the job you need to hire for• Ask the right questions• Check references• Outline clear expectations on

behavior, participation, specific projects

• Let them know in interview what process you use to assess work performance

PREVENTION & CURET

raining New employees • if they don’t come with needed skill set, be sure to

get them proper training P

robationary Periods• use them and use them correctly

Annual Reviews

• should not just be annual reviews -ongoing

C

oaching appropriately- HR Overview

PREVENTION & CURE

Existing Positions

Promotions

• just because someone does one job well does not a supervisor make. Provide training for supervising; mentoring; professional development

A note to staff: Train for the promotion you want before you apply

Professional Development

• ongoing – demand it of your staff

CURE

When you DO have the problem

Start with the discussion part of our presentation today to ascertain the issues

Begin coaching process: verbal, written, written, termination

Create an action plan – the employee must have buy in

Monitor Progress – if there isn’t any, well…..

FINAL STEPS

R

eport, Take Action, Document situations that aren’t

easily remedied: harassment, discrimination, threats

W

hen you begin the coaching process, follow your own

institutions’ policies of documentation,

w

itnesses, contract issues

TERMINATIONSA

necessary step at times

W

hen the individual causes distress, turmoil, problems

N

o desire to change – or no steps of progress

B

e kind, caring – but ‘free them up to explore other opportunities!’

DISCUSSION QUESTIONS

What happens if you take a new position and are directed to remedy the issues – and the issues

are personalities as just described? H

ow do you debrief with other staff without divulging confidential information?

How do you begin the healing process after

someone has been terminated?

QUESTIONS??

L

et’s discuss and share your experiences.

THANK YOU

F

or your time and energy today!

R

each me at:

p

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or by phone at (417) 447-8888