Handling Difficult People by JOJO VITO

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Handling DIfficult People :

Handling D I f f i c u l t People By: JOJO M. VITO, PhD INTRASPEC MANAGEMENT CONSULTANCY

Romans 12:9-13:

Romans 12:9-13 Let love be without hypocrisy. Abhor what is evil. Cling to what is good. Be kindly affectionate to one another with brotherly love, in honor giving preference to one another; not lagging in diligence, fervent in spirit, serving the Lord; rejoicing in hope, patient in tribulation, continuing steadfastly in prayer; distributing to the needs of the saints, given to hospitality.

INTRASPEC MANAGEMENT CONSULTANCY:

INTRASPEC MANAGEMENT CONSULTANCY

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Handling Difficult People

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DO YOU HAVE DIFFICULT PEOPLE IN YOUR ORGANIZATION? HAVE YOU HANDLED DIFFICULT PEOPLE IN YOUR ORGANIZATION? ARE YOU A DIFFICULT PERSON?

performance suicide :

performance suicide Handling difficult people

1. Know The Impact You Want To Make:

1. Know The Impact You Want To Make Are you clear about you the impact you want to have as a leader?

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leaders who avoid dealing with poor performers are leaders who don't have a clear vision of their impact and purpose as an individual and leader

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2.Be Squeaky Clean Yourself!

boomerang :

boomerang A flat, curved, usually wooden missile configured so that when hurled it returns to the thrower.

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If you make an agreement with someone - make sure you deliver.

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Don't expect to be perfect. But if you are committed to consistently being at your best and regularly delivering on your promises - you will breathe easier when you sit down to discuss someone's under-performance.

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"Sorry, I didn't get to it something else came up".

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Certainly it's true that priorities change - but what is not okay is that people don't talk with you about the shifting priorities. If a person uses the excuse "Something came up" this is a violation of trust.

3. Identify Each Individual's Performance Level:

3. Identify Each Individual's Performance Level

three categories: :

three categories: High Performers - those who live the values and come with possible solutions to problems Average Performers - those who mostly live the values, can identify problems, but may not always have the capability to resolve them Low Performers - those people who don't live the values and either blame others for problems or ignore the problems

Another, more detailed process is to rate each person against criteria such as this::

Another, more detailed process is to rate each person against criteria such as this : Technical Competence (capability to do the job) Quality of Work (standard of output) Performance Effectiveness (ability to meet targets and goals) Living The Values (interpersonal skills and personal style)

If everything else fail…:

If everything else fail… If you have someone who is delivering results but not living your team's values the wisest thing you can do is to - let go…

4. Don't Just Single Out Poor Performers:

4. Don't Just Single Out Poor Performers

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avoid giving the message you are going to shape everyone up! Rather, "let's focus on continuous improvement of ourselves as individuals and as a team".

A powerful way to set the content of these discussions is to ask each person to come to the meeting with a list of the: :

A powerful way to set the content of these discussions is to ask each person to come to the meeting with a list of the: the things they think they do well the things they think they could improve upon the things you do that helps or hinders their performance

5. Be Kind And Be Easy About Awkward… :

5. Be Kind And Be Easy About Awkward… Many people avoid addressing poor performers because it can get awkward. …for the person giving the feedback & challenging for the person receiving it.

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Do You Want Me To Be Kind Or Truthful?

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Your job is to do both .

6. Daily Interaction and Regular Sit Down/One-to-One Discussions :

6. Daily Interaction and Regular Sit Down/One-to-One Discussions You can do this easily during normal day-to-day activities by acknowledging when people are doing well, as well as providing performance-gap feedback.

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what is going well, what is stopping them from performing at their best, what plans they have to overcome any challenges how the leader could help them with these challenges (as a barrier buster not as a problem fixer ) what they are doing to ensure they are having and getting the best possible work experience

7. Recognize & Acknowledge The Right Performance:

7. Recognize & Acknowledge The Right Performance

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Do make sure that you acknowledge the 'softer' side of performance. … behaviors that are aligned with the company's values and mission

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