Sonya Meekel MSc M A BSc Eng Dip

Sonya Meekel MSc M. A, BSc. Eng, Dip Eng, P. G Dip. Proj Mang, P. G Dip Ed, C. Eng, M. I. E. I.

� Determine � Try your level of involvement to understand where they’re coming from � Find the “Root Issue” � Influence � Help their attitude resolve the source problems if possible

The Sherman Tank…. The Sniper. . The Exploder. .

Stand up to them Ø But don’t get into an argument Ø Maintain a civil but undaunted composure Ø Keep your cool Ø Once you’ve stood up to them, be ready to be friendly Ø Ø “I disagree with you”, “I don’t see it that way”, “We disagree, so how do we resolve this issue? ”

Like to play to the crowd Ø They attack from cover taking shots Ø Have very strong sense of how others should think and act Ø Ø Confrontations should always by cool and concerned. “Did you mean it that way? ” gives them face-saving exit possibilities

After explosion, do nothing but look them in the eye Ø Talk with them privately, make constructive suggestions on dealing with the root situation Ø Offer a pragmatic plan of action Ø Ø KEEP YOUR COOL!

� Sometimes you need to “walk away”. If this situation arises and you feel like a kettle about to boil then “walk away”. This is definitely the best option and retackle the situation on another occasion.

� Changing the language of discussion can sometimes dramatically improve the situation; and not cause other people to become defensive.

� Careful � Allow of your body language time to pass to mull over any questions raised.

� Don’t � Do be afraid of silence not try and fill the space with chatter � Relax and be comfortable in silence

� The voice used � The right words � Use of body language � Control of information

�A wise man once told me: “IF you HAVE to enter into a battle. . always have the wind at your back and the sun in your opponents eyes!!”

� https: //www. youtube. com/watch? v=jx. Bdig 6 Fenw

� https: //www. youtube. com/watch? v=3 N 89 JJ 9 91 p. E

� Although there are several solutions to a performance problem, it is only by getting to the root problem that a solution can be devised!

� Consider a employee that you consider not to be “ performing well” currently…got one? � Rate on a scale of 1 to 10 the following questions: � Does the employee have enough knowledge? � Does the employee have the proper attitude ( desire ) to perform their job? � Got your numbers…….

� Quadrant A: � If the employee has sufficient job knowledge but has an improper attitude, this may be classed as motivational problem. The consequences (rewards) of the person's behaviour will have to be adjusted.

� Quadrant B: � If the employee has both job knowledge and a favourable attitude, but performance is unsatisfactory, then the problem may be out of control of the employee. i. e. lacking resources, bad process, time pressures. An environmental analysis is called for.

� Quadrant C: � If the employee lacks both job knowledge and a favourable attitude, that person may be improperly placed in the position. This may imply a problem with employee selection, and suggest that transfer or discharge from that role should be considered.

� If the employee desires to perform, but lacks the requisite job knowledge or skills, then additional training may be the answer.

Lack of Skills: � This is mainly an employer responsibility. The need to supply training or learning opportunities. Use when: Ø Never had training Ø Needs practice Ø Know about the skill, but can't apply

Lack of Information: � This is also an employer responsibility — need to supply information or train how to use or collect readily available information. Ø Does not know expectations Ø Does not have current data Ø Cannot apply information

Motivational Issues: � Employer and employee jointly responsible — requires mutual discussion. Ø Things and people that make work punishing (feels they are working in a hostile environment) Ø Personal attitudes and issues

Personal Issues: � Employee responsibility — needs to take charge of life Ø Substance abuse Ø Emotional health Ø Physical health Ø Lifestyle

Environmental Issues: � Employer Responsibility — redesign is needed. Ø Unrealistic standards Ø Poor work station design Ø Inadequate tools available Ø Process needs improved

� Treat others as you would like to be treated � Treat others like they WANT to be treated! � Speak to engineers with details � Speak to analysts with data…. etc