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The Skill-Building Supervisor: Top Tools For Your Journey to Excellence

Join Dr. Steve Albrecht in this webcast session as he presents strategies for managing conflict in the workplace. Learn how to address common work conflict issues and effectively handle employee complaints. Discover the L.E.A.P.S. model for conflict resolution and gain useful team tools to foster a positive work environment. Additionally, understand the coaching process for managing performance and behavior, including strategies for dealing with smart slackers, problem children, plow horses, and shining stars.

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The Skill-Building Supervisor: Top Tools For Your Journey to Excellence

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  1. THE SKILL-BUILDING SUPERVISOR:Top Tools For Your Journey to Excellence An Infopeople Webcast Session #4 “Managing Conflict” Presented by Dr. Steve Albrecht, PHR, CPP DrSteve@DrSteveAlbrecht.com

  2. Competency Character Chemistry Culture Relationship Problems Authority Problems Transition Problems Service Problems DO WE GET ALONG? Conflict is expensive, time-consuming, and hard on everyone.

  3. TYPICAL WORK CONFLICT ISSUES Boring tasks. Patron conflicts. Stress from home problems or work situations. An aversion to change. Cynicism, disillusionment. Harassing environment, gossip, office politics. Bad manners.

  4. FRONTSTAGE BEHAVIOR versus BACKSTAGE BEHAVIOR Pay attention to what you see or hear and then try to determine what is really going on.

  5. EMPLOYEE COMPLAINT MANAGEMENT Teach the “First Bite of the Apple” concept to your people. Ask them to solve their minor problem themselves. Let the person vent. Validate his/her concerns. Ask the person for his/her solutions. Ask, “What would you like me to do?” If necessary, follow-up within a week.

  6. USING THE THREE C’S COMMUNICATE – Let them tell you their issue, without being judgmental. Listen carefully, without interrupting. CLARIFY – Use paraphrasing questions to make certain you understand their concerns. Ask for their solutions or suggest your own. COMMIT– Get their promise for a commitment to action. When will they start doing what you’ve both now agreed upon?

  7. THE L.E.A.P.S. MODEL Listen actively Empathize Ask questions Paraphrase Seek solutions

  8. WHAT TEAMS NEED • Clear Purposes and Expectations. • A Complementary Mix of Skills. • Concise, Honest, Open Communications. • Defined Performance Plans. • Clearly Defined Roles. • A Sense of Urgency. • A Sense of Identity and Accountability.

  9. FIVE STEPS FOR TEAM-BASED CONFLICT RESOLUTION 1. Conduct individual interviews. 2. Hold an initial team meeting; create new tools. 3. Hold the team accountable to their agreements. 4. Hold a follow-up team meeting. 5. Monitor the use of the team’s new tools.

  10. USEFUL TEAM TOOLS Get these from the group at the start: “We won’t do any name-calling or yelling.” “We won’t make personal attacks.” “We won’t dredge up the long past.” “We will give direct feedback to each other.” “We will discuss past problems as a way to learn from them for the future.” “We will respect each person’s point of view.”

  11. COACHING CANDIDATES High Potential Contribution Low High Real Contribution

  12. COACHING PROCESS Don’t wait until the Performance Review process to request performance or behavioral changes. Hold “Personal Accountability Meetings” with all employees on a regular basis. Script out your main points and refer to your notes during the meeting.

  13. MANAGING THE BIG FOUR Smart Slackers – Confront their behavior, attitude, or performance. Remind them of their “legacy employee” status. Ask for their help. Problem Children – Use your progressive discipline process. Ask them to make a stay/go choice. Plow Horses – Encourage them to use option-thinking to problem-solve. Reward progress. Shining Stars – Give them challenges but watch for job burnout. Create a career path.

  14. Thanks for your time and attention. Good luck, from Dr. Steve

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