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DEALING WITH DIFFICULT PEOPLE or DON’T YOU JUST LOVE THIS JOB???

DEALING WITH DIFFICULT PEOPLE or DON’T YOU JUST LOVE THIS JOB???. Karen B. Gokay , Esq. Director of Human Resources & Public Relations Berks County Intermediate Unit -------------------------------------------------------------------------- Presentation for: 2010 PASBO CONFERENCE

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DEALING WITH DIFFICULT PEOPLE or DON’T YOU JUST LOVE THIS JOB???

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  1. DEALING WITH DIFFICULT PEOPLEorDON’T YOU JUST LOVE THIS JOB??? Karen B. Gokay, Esq. Director of Human Resources & Public Relations Berks County Intermediate Unit -------------------------------------------------------------------------- Presentation for: 2010 PASBO CONFERENCE March 11, 2010

  2. SEMINAR OBJECTIVES • Identifying Supervisory Traits/Responsibilities • Identifying the Traits of Some “Problem Employees” • Identifying Supervisory Strategies to Deal with these Employee Types • Tips for De-escalating Conflict

  3. QUALITIES OF A SUCCESSFUL SUPERVISOR • Perceptive • Good Listener • Encourager • Do not motivate by guilt or force • Assertive • Constructive; truthful; frank • Decisive • Making those difficult decisions without alienating others

  4. Some “General Tricks” to Successful Personnel Management • Recognize your role/responsibility/authority • Recognize the styles/roles of others • Determine how to effectively utilize the talents at hand • Adhere to supervisory guidelines, policies & procedures • Hold individuals accountable • Handle problems/issues when they arise • Render decisions utilizing your discretion as appropriate • Keep Administration informed

  5. Effective Employee Relations • Honest Two-Way Communication • A Culture of Honesty, Fairness & Trust • Sensitivity to Employee Issues • Clearly Articulated Expectations • Consistency in Policy Administration • Regular and Constructive Feedback • Support/Encouragement

  6. HANDLING CONFLICT What is Your Responsibility? Putting an end to the behavior that is disruptive so that the tasks and goals of the department can be accomplished.

  7. PROBLEMEMPLOYEES Why? • Poor Employee Relations • A Perception They are Not Appreciated • Insecurity • Positive Reinforcement Needed • Desire More Attention • Personal Issues Unrelated to Work • Nature of Their Personality

  8. THE COMPLAINER • Personality Traits: • Lots of complaints • Imagines problems • Appears innocent • Provides no solutions; just problems • Gets worse if ignored

  9. THE COMPLAINER • Supervisory Strategies: • Listen • Don’t agree or disagree • Investigate • Ask specific questions • Insist on facts • Limit discussion to job-related complaints • Take appropriate action

  10. THE UNDERMINER • Personality Traits: • Wants to move up in the organization • Undermines supervisor; attempts to make him/her look foolish • Extremely passive-aggressive • Friendly to your face; consistently stabs you in the back, though

  11. THE UNDERMINER • Supervisory Strategies: • Inform him/her that you know what is going on • Do not allow idle time; keep him/her busy • Establish necessary limits regarding behavior • Take appropriate action

  12. THE AGGRESSOR • Personality Traits: • Bullies others to achieve results • Embarrasses co-workers • Throws temper tantrums • Attempts to make supervisor feel inadequate

  13. THE AGGRESSOR • Supervisory Strategies: • Utilize self-control in all interactions • Establish a set time to deal with employee • Consider having witnesses available • Anticipate challenges to your authority • Deal upfront with accusations • Take appropriate action

  14. THE “BUSYBODY” • Personality Traits: • Professional meddler • “Knows Everything” • (Not really, though) • Likes to “drop in” to gossip

  15. THE “BUSYBODY” • Supervisory Strategies: • Meet with him/her privately and explain the negative impact of the gossip on the team • Do not allow idle time; keep him/her busy • Focus on the problem created by the gossip; not the nature of the gossip • Take appropriate action

  16. THE PERFECTIONIST • Personality Traits: • Avoids, or desires to avoid, mistakes at any cost • Loses hope when things go wrong; can become negative & overwhelmed • May push deadlines to the limit or miss the same • Can become short-tempered with “less than perfect” employees

  17. THE PERFECTIONIST • Supervisory Strategies: • Employ patience; not contempt • Acknowledge the desire for perfection but remind employee that perfection is often “in the eyes of the beholder” • Maintain expectations regarding deadlines • Do not allow “negativity” to prevail

  18. “MINI-ME” • Personality Traits: • Wants a supervisory position • Feels his/her way is the best way to accomplish an objective • Often “instructs” others as to how things should be done • Cannot be objective

  19. “MINI-ME” • Supervisory Strategies: • Remind employee YOU are the supervisor • Impress upon him/her that there is not just one way to do something • Explain behavior is counterproductive and bordering on unacceptable harassment • Take appropriate action

  20. THE JEALOUS EMPLOYEE • Personality Traits: • Possesses an “entitlement” mentality • Reacts with spite when others are promoted or receive raises • Complains of unfair treatment

  21. THE JEALOUS EMPLOYEE • Supervisory Strategies: • Do not enter into a discussion about others • Explain that everyone is evaluated or assessed according to their own efforts • Avoid being dragged into an argument • Provide employee with suggestions for professional development, if applicable • Take appropriate action, if necessary

  22. COMMUNICATING WITH PROBLEM EMPLOYEES • Maintain eye contact • Watch the tone of your voice • Time discussion appropriately • Behind closed doors • “After the dust has settled” • Discuss impact of concern • On the organization, co-workers, career

  23. TIPS FOR DE-ESCALATING CONFLICT • Speak softly • Speak slowly • Make direct eye contact • Be conscious of body language • Search for the “win-win” • Take a break, if needed

  24. TIPS FOR DE-ESCALATING CONFLICT • Avoid starting sentences with the pronoun “You” • Repeat messages and clarify often • Watch your language • Acknowledge the position and needs of the person involved • Ask open-ended questions • Breathe!!!!

  25. CLOSING THOUGHTS • Taking on a supervisory role requires one to deal effectively with people • It is a small percentage of employees who will create the biggest headaches • Don’t forget to acknowledge the “problem-free” employees • Recognize that you will make mistakes; learn from them • Questions??

  26. CONTACT INFORMATION Karen B. Gokay, Esq. Director of Human Resources & Public Relations 610.987.8470 kargok@berksiu.org

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