6 Simple Steps to Dealing with Difficult ManagersWritten by Martin Haworth
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After discussion above, is 'escalation'. Most people actually want to feel that they are doing a good job - and if they can't, it's time to get a life and move on. This tough discussion will be a lot easier if you've followed previous steps and it will also mean that you are more protected against criticism. So now is time to get tough with whatever formal procedures your organisation has. In different countries this will vary, but it requires tenacity and consistency on your part. But, what usually happens, is that folks realise you are serious and move on themselves.If they are resilient, go down your formal disciplinary route carefully, but do it! There is a moment when you can say, 'This isn't going to get any easier, how can I help you resolve this...?' Be firm. clear, fair, resilient, tenacious and ultimately realise that their behaviours are where they are going wrong, not them as people. Truthfully, you are doing them a big favour - one which others may well have not been prepared to take on - and that did these people a disservice.Goodness knows what some folks have experienced in their lives before they got to us - some are redeemable, some are not - sadly, that's life and we can't be responsible for anyone else, after all it's tough enough being responsible for ourselves. And difficult managers are ultimately no different than anyone else - so this can be used elsewhere. This is do-able and you will benefit from experience (though some days you might curse a bit!). You deserve peace of being able to work constructively with all of your people, whoever they are.
© 2005 Martin Haworth is a Business and Management Coach. He works worldwide, mainly by phone, with small business owners, managers and corporate leaders. He has hundreds of hints, tips and ideas at his website, www.coaching-businesses-to-success.com. (Note to editors. Feel free to use this article, wherever you think it might be of value - with a live link if you can).
| | Comparing Corporate and Personal goal attainment programs that have developed over thousands of years with modern day programs. Written by Dr. Jason W. Armstrong
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Partners, Competition and Internal Efficiency: Managing conflict in a modern organization has an amazing number of ties to central themes of Zen, “Art of War” and book of change (Tao de Ching).They are all about understanding yourself, your organization, your strengths, weaknesses and synergizing with others to achieve positive outcomes. Collectively these things have a direct correlation to an annual company S.W.O.T review (strengths, weaknesses, opportunities and threats). Furthermore, these attributes and approaches mimic an employee’s annual performance review. In Applied Zen workshops we go through approaches to company S.W.O.T. which include: company self analysis, analyzing competition, and partnering for best case strategic outcomes. All above methods (old and new) are about changing base behavior, beliefs and approaches. These are core values, and are far more important than putting band-aids on problems, or approaching things with simply a behavior change. In regard to ancient philosophies, they of course must be interpreted, and applied, using case studies in a context that matches modern corporate world – but lessons are most definitely there! Continuing to train ones skills and undergo development both in-house and outside your company is essential. As ancient samurai saying says: “Continually sharpen sword or it will go blunt!” By Jason Armstrong, Ph.D. Copyright 2005.
Dr Jason Armstrong has worked at Corporate CEO levels in Japan, the USA and Australia. He has studied Sun Tzu's Art of War for 20+yrs. He was educated to Ph.D. level in the USA and his career has spanned the biotech and software industries. Companies he has worked for include multinationals like AMGEN, Mitsubishi Pharmaceutical, Zymark (Caliper), and CM Capital - a Venture Capital firm. www.AppliedZen.com
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