Managing Difficult People

Transcription

1 Presenter Moderator Steve M. Cohen, President/Partner of Labor Management Advisory Group, Inc. and HR Solutions: On-Call Paula Santonocito Editor, Medical Office Manager Managing Difficult People Keeping Management Problems from Turning into Legal Problems

2 Managing Difficult People Keeping Management Problems from Turning into Legal Problems Keeping management problems from devolving into legal problems Largely a matter of skill with management style & the effective handling of difficult employees By: Steve Cohen Ed.D.

3 What is a management style and why is it so important? Style: Characteristic ways of making management decisions and dealing with subordinates. Employees have loads of power and many rights.

4 Everybody has a personality If employees are handled effectively their cooperation and engagement can be maximized. Some people are objectionable while others are magnetic.

5 Managers must have a wide array Everyone is different and responds differently. No one style is better or the most effective.

6 When employees are managed well (according to their needs and the situation) productivity is maximized. When employee situations are not managed well conflict emerges. When conflict is not managed then legal matters emerge.

7 mishandled management problems become legal problems The government and courts have been set up to be the equalizer. Employees don t have the mantle of authority you have but they do have personal power (most aren t afraid to use it)

8 What are some styles & how are they manifested in the office? All styles can be categorized in one of two ways: Fight or Flight Another way to look at them is through the lens of Assertiveness and Cooperativeness.

9 Types of styles: Competitiveness: Assertive Uncooperative Avoiding: Unassertive Uncooperative Accommodation: Unassertive Cooperative Compromise: Assertive Cooperative Collaborative: Assertive Cooperative

10 How do these types or styles show up at the medical office? Fight or Competitive: Exploders, Sherman Tanks, and Snipers Flight or Non-competitive: Complainers and Negativists

11 Where do you as the manager come in to the mix? Individual employees have their own style of behaving. Managers (also) have a style of managing or behaving. know thy self but don t get in your own way!

12 Assertive Styles #1: The Exploder The Adult Tantrum Give them time to run down Show them that you are serious and take them seriously Interrupt them call for a break

13 Assertive Style #2: The Sherman Tank They come out charging and their demeanor expresses attack They have a strong need to prove they are right They have a strong sense of what others should do They don t value timidity

14 What to do with a tank: Recognize you will probably feel overwhelmed Give them time to run down but hold your position When they begin to loose momentum interrupt, call them by name Be ready to be friendly (poll question: Why)

15 Assertive Style #3: The Sniper They maintain their cover They have a strong sense of how others should act They have an I m superior orientation (gets in the way of empathizing) They will undercut you to affirm their rightness.

16 What to do with a sniper: Smoke them out shine a light on them Provide a peaceful way out by asking questions Seek group confirmation Move to resolve real problems

17 Unassertive Style #1: The Complainer Sentences go on and on connected by "ands" and "buts" They don t feel they are whining - they are warning about something that needs fixed They feel powerless Roadblocks and frustrations can only be fixed by others(more powerful) It is active behavior for a powerless person

18 What to do with a complainer: Listen actively-it shows you take them seriously Acknowledge them as a participant Take control once you understand Switch to problem solving- draw out the practical thinker

19 Unassertive Style #2: The Negativist That won t work!! They gain power over others because they tap into despair They are convinced that those who have power can t be trusted They are convinced that any task not in their hands will fail

20 What to do with a negativist: State your realistic optimism Don t argue Don t rush into problem solving Set up worst possible scenario Be prepared to go it alone Beware of creating negativism by moving others too quickly.

21 Good managers Know their employees well enough to determine which style will be the most effective with each employee Have enough competence and skill to adjust to accommodate employee s style needs

22 How does this play out at the office? How would you characterize your style? Fight or Flight (poll question)

23 Case Study: Your best department head is a handful.

24 Case Study 2: The Office Agitator Death and celebration

25 Questions???

26 Contact the Presenter: Steve Cohen, EdD CMC Labor Management Advisory Group (913)

27 Coming soon! April 27, 2016 How to Use Social Media to Promote Your Medical Practice and Propel Your Career Presented by: Brittney Overstreet Digital Marketing Strategist, MedLanding