CPD Session. Presented by: Delegate s Notes
|
|
- Isabella Joseph
- 6 years ago
- Views:
Transcription
1 CPD Session Presented by: Delegate s Notes
2 Managing Conflict in the Workplace Content Managing Conflict in the Workplace Page 1. Session purpose and outcomes 3 2. Introduction 3 3. Managing Conflict 4 o What is Conflict? 4 o The common sources of conflict 5 4. Strategies to mitigate the risk of Conflict 6 o Signs of Conflict 6 o Guidelines for handling conflict 7 o Assisting others to handle conflict 7 o Apply empathy 8 5. Steps for Handling Challenging Conversations Attributes of a good leader when handling conflict Summary 20 Customer Centric Solutions (Pty) Ltd 2016 Page 2
3 Managing Conflict in the Workplace 1. Session Purpose and Outcomes: The purpose and outcomes of this CPD session is to enable delegates to: Understand the main sources of conflict Learn techniques and tactics for managing conflict Implement strategies to mitigate the risk of conflict Approach and handle a difficult / challenging conversation Develop attributes of a good leader in a conflict situation Mediate a conflict situation within your own team Apply strategies to reduce conflict across departments. 2. Introduction For most people, volatile situations are uncomfortable and cause a lot of stress and negative emotions. However, conflict is inevitable and also associated with creativity. Without conflict there is no major personal change or social progress. On the other hand, runaway conflict (as in modern war) can destroy what men intended to save by it. Conflict management then becomes crucially important. This involves accepting or even encouraging such conflict as necessary, but at the same time doing everything possible to keep it to the minimum essential to change, to confine it to the least destructive forms and to resolve it as rapidly and constructively as possible (Harvey Seifert, Social Scientist and Howard Clinebell Jr., Pastoral Counsellor) Customer Centric Solutions (Pty) Ltd 2016 Page 3
4 3. What is Conflict? A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something the other party cares about I.e. a difference of opinion, values or points of view One of the major causes of stress is unresolved conflict. Managing a conflict situation is not something we are born with it is an acquired behaviour. Customer Centric Solutions (Pty) Ltd 2016 Page 4
5 3.1. Common Sources of Conflict Conflict in a workplace setting can be a normal part of doing business. In some cases, conflict that is managed properly can be beneficial, as when it fosters an environment of healthy competition. However, conflict may also have a detrimental effect. As a manager or business owner, you need to be aware of potential sources of conflict within your work environment Some of the most common sources of conflict in the workplace today are: Change Implementation of new technology, legislation, processes, and systems can all lead to stressful change. Workers who don't adapt well to change can become overly stressed, which increases the likelihood of conflict in the workplace. Interpersonal Relationships When different personalities come together in a workplace, there is always the possibility they won't mesh. Office gossip and rumors can also serve as a catalyst for deterioration of co-worker relationships. External Changes When the economy slides into a recession or a new competitor swoops in and steals some of a company's market share, it can create tension within the company. This stress can lead to conflict between employees and even between upper levels of management. Poor Communication Companies or supervisors that don't communicate effectively can create conflict. For example, a supervisor who gives unclear instructions to employees can cause confusion as to who is supposed to do what, which can lead to conflict. Subpar Performance When a worker in a department is not "pulling his weight," it can lead to conflict within the department, perhaps even escalating into a confrontational situation. A supervisor who fails to acknowledge or address the situation can add fuel to the fire. Harassment Harassment in the workplace can take many forms, such as sexual or racial harassment or even the hazing of a new employee. Companies that don't have strong harassment policies in place are in effect encouraging the behavior, which can result in conflict. Customer Centric Solutions (Pty) Ltd 2016 Page 5
6 Limited Resources Companies that are looking to cut costs may scale back on resources such as office equipment, access to a company vehicle or the spending limit on expense accounts. Employees may feel they are competing against each other for resources, which can create friction in the workplace. Pressure Life today as we all know is highly pressurised. A little pressure is always good to drive performance and stretch us but too much pressure leads to a lack of focus and clarity, which often results in conflict. 4. Strategies to Mitigate Conflict If we are to successfully deal with conflict, we need to know what to look out for. This will help us to prevent the situation from getting out of control Signs of Conflict Knowing what to look for: Anticipation being vaguely aware of differences and changes that may cause conflict Conscious but unexpressed differences internalised awareness of specific areas of difference and problematic issues, focus still on common goals, less on differences Discussion conflict addressed openly and parties are made aware of issues, people still productive but focus shifting Open Dispute arguments, both parties conscious of issues and differences, group losing sight of common goals, lower productivity, strained relationships, more pressure Open Conflict heated words and debate, no backing down, resolutions not top priority, differences very evident, communication guarded and not open Division unresolved issues, separation and division, people taking sides, allied groups forming, negativity, hostility, resentment, tension Customer Centric Solutions (Pty) Ltd 2016 Page 6
7 4.2. Guidelines for Handling Conflict: Acknowledge the conflict Identify the real conflict what exactly is the real issue? Listen actively to all points of view what is your viewpoint? Explore and generate ways of resolving the conflict how can we solve this? Select a solution and clarify responsibilities who will do what? Schedule a follow up when can we meet to check up? Remember: Avoid getting personal and vindictive Keep your voice low and calm Use I messages to avoid blaming by saying You... And ask questions for clarification and reflection Express appreciation and use empathy to show you value the person s input. I have understood you Listen and observe non-verbal signals what is their body language telling you about them? 4.3. Assisting Others With Handling Conflict Determine if you are the best person to assist with the conflict Avoid being judge and jury and allow both parties a chance to voice their opinions openly without interruption Summarise what each one has said Confirm the accuracy of what you have summarised by asking questions Establish the best points of agreement Clarify the points of difference Create a shared vision ask both parties what their ideal situation would be Generate a possible solution by asking both parties for input and making mutually beneficial suggestions Reach an agreement to implement and assess the solution allow people to take shared responsibility for solutions Customer Centric Solutions (Pty) Ltd 2016 Page 7
8 4.4. Applying Empathy To become successful at managing emotional and irate people better, we need to be able to recognise what they are feeling. Empathy is the power of imaginatively experiencing another s experience. The psychological equivalent of air is to feel understood. Stephen Covey 4.4.1: Tips for Using Empathy Effectively Empathy can effectively build a bridge for two-way communication. Effective use of empathy allows people to express exactly how they feel and lets them know that you care enough to listen. Customer Centric Solutions (Pty) Ltd 2016 Page 8
9 In order to achieve this, use the following techniques: Listen for feelings The most critical skill with regards to empathy is your ability to listen to what the person is feeling, even when they aren t saying anything. When dealing with people face-to-face, look at their facial expressions and body language. These are all clues that can allow you to delve into unspoken feelings through openended questioning. Over the phone, you listen to their vocal tone and their choice of words Focus on solutions Once people have had the opportunity to express their emotions and are assured that you understand, you can then focus on a solution and take actions - Customer Centric Solutions (Pty) Ltd 2016 Page 9
10 The rule with irate people is always Feelings First, Facts Second The reason for this is that an emotional person is not always a rational person. Our aim is not to beat them at an argument or make them angrier - it is to diffuse the emotions in order to deal with the real issues. Useful empathy statements: It s clear you re concerned about this I can hear you re worried about this I d be frustrated too if a client messed me around like that I d also be anxious if my salary was paid late It must be most annoying to repeat yourself over and over again It can be very confusing when one person tells you one thing and another person tells you something else. It sounds like you ve been let down / disappointed It wouldn t surprise me if you felt confused It can be very upsetting when someone else causes you to miss a deal/sale It sounds like you ve been having a hard time That must have been very frustrating What does empathy do for us? Gets emotional content out of the way, and allows us to proceed with business When the other person feels heard and understood, more chance of working towards a solution Demonstrates that we are human Keeps us from sounding defensive, and reduces the possibility of an argument Can turn a negative situation into a positive one Customer Centric Solutions (Pty) Ltd 2016 Page 10
11 5. Steps for Handling Challenging Conversations 5.1. What I want to talk about and why acknowledge the person Use their names Demonstrate empathy be careful of assuming how you think they feel, so use empathy statements like It can be very frustrating when. Apologise if appropriate avoid agreeing with negative statements made about the company or your department, shifting blame or giving the person negative inside information 5.2. Gather further information to assess the situation To do this you need information. Ask the other person relevant questions to discover the facts. Do not waste time, so ensure that the questions are focused and relevant Check Understanding To ensure that you have listened effectively, you need to test your understanding by summarising or rephrasing. The other person then has the opportunity to add more information or correct any misunderstandings. It builds confidence and gives them a sense of being heard Explore alternatives to sort out the conflict Make sure that the information is clear, relevant and easy to understand. Where possible, offer an alternative and allow them to decide on which option they would prefer. Provide information that anticipates future needs e.g. In order to prevent this from happening again in future you could Agree on an action plan- who s accountable for what Offer a realistic and workable solution and explain what action/s will be taken. Take responsibility for carrying out the actions proposed Set a follow up date to review progress Check in with each other to ensure satisfaction. Customer Centric Solutions (Pty) Ltd 2016 Page 11
12 Remember: Give the person your full attention Use active listening to show that they have your full attention Do not interrupt Avoid getting defensive Don t take it personally Keep your voice low and calm Use I messages to avoid blaming by saying you Ask questions for clarification Take notes Focus on the facts as well as the feelings hear what they are not saying Ask appropriate questions Customer Centric Solutions (Pty) Ltd 2016 Page 12
13 6. Attributes of a good leader when handling conflict Leaders need to manage conflict when it arises. Conflict situations differ from situation to situation and person to person, so where do leaders start when they want to understand the conflict styles of themselves and others? A useful tool for developing this knowledge is the Thomas-Kilmann Conflict Mode Instrument (TKI). TKI is a tool that assesses an individual's typical behavior in conflict situations, describing the behaviors along two dimensions: assertiveness and cooperativeness. TKI helps leaders understand how interpersonal group dynamics are affected by conflict-handling styles, as well as helps them make informed decisions about choosing an appropriate style when approaching a conflict situation. These five Conflict-Handling Styles are: Competing: You try to satisfy your own concerns at another's expense. You win and they lose. Some people think competing is bad. I counter that it's not bad; competition is necessary at times, based on the situation. However, if you only manage conflict through competition, then you are Competing: You try to satisfy your own concerns at another s expense. You win and they lose. Some people think competing is bad, but it is not all bad, competition is necessary at times, based on the situation. However, if you only manage conflict through competition, then you are ineffectively managing situations and people. Collaborating: You try to find a solution to conflict that satisfies all concerned--a win-win. Collaboration takes a lot of time, resources, energy and bandwidth. Though many leaders encourage collaboration, it is often difficult for both parties to get exactly what they want, which is why it is often used in high risk situations. Often, when people say "collaborate" they actually mean either "compromise" or just "work together." Compromising: Your solution only partially satisfies each member in the conflict. There are no winners and no losers. Compromise is an acceptable solution; however, be aware that if you are a leader who only compromises, the team may start to game the system and ask for more than what they truly need as they know their leader will compromise during the negotiations. Customer Centric Solutions (Pty) Ltd 2016 Page 13
14 Avoiding: You don't try to satisfy yourself or other people involved in the conflict. Instead, you stay away from the situation entirely. This mode is used when emotions are running high. To be honest, Avoiding is a Band-Aid for the conflict situation; nothing is resolved and the topic is put into a parking lot until later. The fact is you will have to eventually deal with the conflict. Accommodating: You are willing to sacrifice your own needs and desires for other people involved in the conflict. You lose and they win. Some people think accommodation equates to being a doormat. I often hear "Only wimps accommodate; I have a business to run." This is untrue. Accommodation is the best tool to use when you are not the subject matter expert or when the outcome is not that important to you. Effective leaders need to understand all five conflict-handling modes, and be able to identify the best mode to use for various situations. To help illustrate when to use, and when not to use, each conflict-handling mode, I've developed a cheat sheet. Customer Centric Solutions (Pty) Ltd 2016 Page 14
15 When do we use which style? Below you will find an explanation of when to use, and when not to use, each conflict-handling mode in relation to common conflicts encountered in the business world. Also included are signs that indicate you may be overusing one particular mode. C O M P E T I N G When to use: There is an emergency that requires quick and decisive action. When unpopular steps are necessary, such as enforcing rules, disciplining team members or cutting costs. The company / deal is on the line and you know what it will take to get it back on track. Some people will take advantage of those who display noncompetitive behavior. In this case, it is necessary to adopt a competitive strategy to protect yourself and your interests. Job interviews, negotiating pay and getting on your manager's calendar. When not to use: If the outcome doesn't really matter to you and there is no reason to compete. When you are not the subject matter expert, competing for the strongest voice is inappropriate and will create even more conflict. It is easy to become competitive when you are angry and want to prove a point. Using whatever power you have to express this anger is not effective behavior for leaders. You may be overusing the competing mode of conflict-handling if you find yourself surrounded by "yes people," or if others are afraid to admit mistakes or ask you questions. A C C O M M O D A T I N G When to use: Preserving harmony is the most important aspect of the conflict situation. The issue at hand is much more important to the other person. You realize you are wrong. Accommodating in this situation shows that you are reasonable. You want to build social credits for future use. You are outmatched; it would only damage your cause in the long run if you didn't accommodate. Employee development is your goal; letting your team experiment and learn from their mistakes will enable that. Customer Centric Solutions (Pty) Ltd 2016 Page 15
16 When not to use: Safety and security are paramount to resolving the conflict. The outcome of the conflict is vital to the organization's success. You may be overusing the accommodating mode if discipline in the organization is lax, or if you feel your ideas and concerns don't get the appropriate level of attention. A V O I D I N G When to use: Emotions are high, and people need to cool down. The issue at hand is actually just a result of a much simpler issue that can be solved more easily. Your team is fully capable of solving the conflict without your involvement. More information should be gathered before facing the conflict, in order to resolve it more productively. The benefit of facing the conflict does not outweigh the cost of doing so. There are more pressing issues at hand. When not to use: The decision at hand must be made quickly. The core reason is to avoid a frank conversation. You may be overusing the avoiding mode if there is coordination trouble due to waiting on input, there is an atmosphere of "walking on eggshells," or decisions about important issues are being made by default. C O L L A B O R A T I N G When to use: Your objective is to learn from the conflict. Collaborating is a good way to explore other people's views. There are hard feelings between members of the conflict that need to be resolved to improve the organization as a whole. The concerns of both parties are too important to be compromised. When not to use: A quick decision is imperative to the situation. Resources are tight. The conflict is trivial, and doesn't need the time necessary for collaborating. You may be overusing the collaborative approach to conflict if others are uncommitted to your decisions or policies. Customer Centric Solutions (Pty) Ltd 2016 Page 16
17 C O M P R O M I S I N G When to use: The potential disruption involved with asserting your goals is not worth the effort. The opposing members of the conflict are of equal power standing. You realize the situation is complicated and needs more time to solve than is available. A temporary solution is needed. There is immense time pressure. When not to use: When compromising ultimately undermines the values and principles of the organization. If an attitude of gaming is noticed, which will deflect attention away from the merits of the actual issues at hand. You may be overusing the compromising mode if the insistence on compromising takes away focus on larger issues, or if you notice a cynical climate of gamesmanship. To be most effective, leaders need to use all of these conflict styles. Being adaptable and nimble is a strength when it comes to facing conflict. Understanding these different ways of approaching conflict also develops Emotional Intelligence (EQ), another key element to successful leadership. Time to Test Your Conflict-Handling Skills Do you have a good grasp of your preferred conflict style? While experiencing conflict, do you feel you are aware enough to adopt the most productive conflict-handling mode? Customer Centric Solutions (Pty) Ltd 2016 Page 17
18 What is your primary conflict-handling intention? Indicate how often you rely on each of the following tactics by circling the number on the right that you feel is most appropriate. Rarely Always 1 I argue my case with my co-workers to show the merits of my position I negotiate with my co-workers so that a compromise can be reached I try to satisfy the expectations of my co-workers I investigate an issue with my co-workers to find a solution acceptable to all 5 I am firm in pursuing my side of the issue I attempt to avoid being put on the spot and try to keep my conflict with my co-workers to myself 7 I stick to my solution of a problem I use give and take so that a compromise can be reached I exchange accurate information with my co-workers to solve a problem together 10 I avoid open discussion of my differences with my co-workers I accommodate the wishes of my co-workers I try to bring all our concerns out in the open so that the issues can be resolved in the best possible way 13 I propose a middle ground for breaking deadlocks I tend to go along with the suggestions of my co-workers I try to keep the disagreements with my co-workers to myself in order to avoid hard feelings Customer Centric Solutions (Pty) Ltd 2016 Page 18
19 Scoring and interpretation: To determine your primary conflict-handling intention, place the number you circled (1 5) that represents your score for each statement next to the number for that statement. Then total up the columns. Competing Collaborating Avoiding Accommodating Compromising Your primary conflict-handling intention is the category with the highest total. Your fall-back intention is the category with the second-highest total. Customer Centric Solutions (Pty) Ltd 2016 Page 19
20 7. Summary Remember that it is never personal it s only anger talking Detach yourself and put yourself in their shoes Never patronise or minimise the other party Allow the person to vent never interrupt! Read between the lines and try and see both sides of the story Be careful of prescribing pushing your ideas and solutions Listen for feelings first and facts second Ask appropriate questions and allow the person to make suggestions Clarify details and never assume Treat ALL people as equals Customer Centric Solutions (Pty) Ltd 2016 Page 20
Organizational Behaviour
Bachelor of Commerce Programme Organizational Behaviour Dr Jan P Bosman, Ph.D The Da Vinci Institute for Technology Management (Pty) Ltd Registered with the Department of Education as a private higher
More informationResolving Conflict Productively
Resolving Conflict Productively Presented to: PMI Albany Facilitator: Bob Blenn Agenda 1. Exploration of Conflict: a. Definition b. Causes c. Outcomes 2. The Dynamics of Conflict: a. Three Stages b. Five
More informationConflict. Conflict Ellis: Chapter 9- pages
Conflict Ellis: Chapter 9- pages 273-304 Principles of Nursing Administration NUR 462 May 2007 1 Conflict Defined as the internal or external discord that occurs as a result of differences in ideas, values
More informationEastern Region. Path 1: Personal Development: Challenge 2. Resilience
Eastern Region Path 1: Personal Development: Challenge 2. Resilience AFA Annual Meeting, Thursday, December 4, 2014 Introduction Conflict Management Conflict management is the process of limiting the
More informationConflict Management. Chek-Yat Phoon, PhD, FCollT NSD Education Department Venue: HKMC Sept 20, 2009
Conflict Management Chek-Yat Phoon, PhD, FCollT NSD Education Department Venue: HKMC Sept 20, 2009 It may good to sit on the problem. Objectives: 1. Describe characteristics of conflict. 2. Identify typical
More informationToday, we re going to talk about resolving workplace conflict and building consensus. Workplace conflict may be based on disagreements over work
Today, we re going to talk about resolving workplace conflict and building consensus. Workplace conflict may be based on disagreements over work procedures, different needs and interests, clashes of personalities,
More informationRETURN TO WORK Strategies for supporting the supervisor when mental health is a factor in the employee s return to work
ABSTRACT: Factors and strategies to help occupational health nurses assist in supporting the supervisor for return-to-work cases where the returning employee has experienced mental health issues. RETURN
More informationContract Interpretation The grievance alleges that a provision of the contract, other than the just cause provision, was violated.
HANDLING GRIEVANCES 1. What is a Grievance? Grievances are defined under the contract. Be sure to know your timelines for filing a grievance and moving the grievance to the next step, if necessary. Generally,
More informationThomas Kilmann Instrument
TM Thomas Kilmann Conflict Mode Instrument P R O F I L E A N D I N T E R P R E T I V E R E P O R T Kenneth W. Thomas and Ralph H. Kilmann Report prepared for PAT SAMPLE April 7, 2017 CPP, Inc. 800-624-1765
More informationConvergenceCoaching, LLC
Our Objective To give you power in managing difficult conversations and generating collaborative solutions by studying conflict styles and a conflict management methodology Our Agenda Explore how to overcome
More informationWhat is conflict? conflict. (n.d.) American Heritage Dictionary of the English Language, Fifth Edition. (2011)
Conflict Resolution What is conflict? 1. a struggle or clash between opposing forces; battle 2. a state of opposition between ideas, interests, etc; disagreement or controversy 3. a clash, as between two
More informationDiploma of Hospitality Management SIT50416 SITXCOM005 Manage Conflict STUDENT HANDOUT
Diploma of Hospitality Management SIT50416 SITXCOM005 Manage Conflict STUDENT HANDOUT Manage Conflict SIT50416 This unit describes the performance outcomes, skills and knowledge required to resolve complex
More informationNavigating through a crisis in your CEO/Chair relationship
Navigating through a crisis in your CEO/Chair relationship Why? It is acknowledged that a key factor in running a charity or a social enterprise successfully is a positive relationship between the CEO
More informationTHE MUTUAL GAINS APPROACH TO NEGOTIATION: A FOUR-STEP PROCESS
THE MUTUAL GAINS APPROACH TO NEGOTIATION: A FOUR-STEP PROCESS Introduction The Mutual Gains Approach to Negotiation is highly valuable in situations where many stakeholders are negotiating a complex set
More informationRESOLVING CONFLICT FOR TODAY S LEADERS
RESOLVING CONFLICT FOR TODAY S LEADERS WHAT IS CONFLICT? Conflict is an inevitable result of social interaction in our everyday lives. It occurs because we engage in situations and circumstances with people
More informationWorking in a Customer Service Culture
Working in a Customer Service Culture Customer Service Skills Student Workbook Introduction: Welcome to customer service skills training. Every job or position has some degree of customer interaction.
More informationScrum Master / Agile Project Manager An Approach for Personal Competency Development
Scrum Master / Agile Project Manager An Approach for Personal Competency Development Summer 2013 www.illustratedagile.com 2013 Len Lagestee HOW TO USE THIS APPROACH There are two ways to use this document.
More informationStepping Forward Together: Creating Trust and Commitment in the Workplace
EXCERPTS FROM THE BOOK Stepping Forward Together: Creating Trust and Commitment in the Workplace by Mac McIntire How to Know You ve Made the Right Decision The following is an excerpt from chapter one
More informationA Guide to Competencies and Behavior Based Interviewing
A Guide to Competencies and Behavior Based Interviewing 9.14.2015 HR Toolkit http://www.unitedwayofcolliercounty.org/maphr 2015 Competence is the ability of an individual to do a job properly. Job competencies
More informationNEGOTIATION. MICHAEL J. LEECH TALK SENSE MEDIATION (312)
NEGOTIATION MICHAEL J. LEECH TALK SENSE MEDIATION (312) 250-8123 mleech@talk-sense.com I. The negotiation dance A. We do not trust the outcome without it. B. I own a car with blue book value of $25,000.
More informationI experience conflict in the health-care setting
Denise A. Kish Christian Health Care Center Director, Organizational Development and Service Excellence October 2011 I experience conflict in the health-care setting 1. Never 2. Sometimes 3. Frequently
More informationOhio Commission on Dispute Resolution and Conflict Management. Choosing a Conflict Management Style. Retrieved electronically from
While the definition of conflict and our feelings about it tend to be negative, conflict itself does not need to be negative! How we manage our conflict can sway the outcome, our feelings about the way
More informationWEBINAR: How to win over an upset customer
WEBINAR: How to win over an upset customer Audio: Please connect to audio through your computer. Phone line not required. Submit questions through WebEx Q&A Webinar will begin at 2pm ET Helping local business
More informationPerformance Management: Giving and Receiving Feedback
Performance Management: Giving and Receiving Feedback Seminar for Supervisors Presenter: Stephanie Flanagan slm114@psu.edu; 814-863-4614 Fall 2017 2017 The Pennsylvania State University. All rights reserved.
More informationFeedback Report. ESCI - University Edition. Sample Person Hay Group 11/21/06
Feedback Report ESCI - University Edition Sample Person Hay Group 11/21/06 Introduction What Is Emotional and Social Intelligence? Emotional and Social Intelligence, commonly refered to as EI, is the capacity
More informationGiving and Receiving Feedback
Penn State Performance Management: Giving and Receiving Feedback Adobe Connect Seminar: Individual Contributors Presenter: Stephanie Flanagan slm114@psu.edu; 814-863-4614 Fall 2017 2017 The Pennsylvania
More informationConflict in the Workplace
Conflict in the Workplace April 14, 2016 Workshop Presenter Name: Kathy R. Irving Title: Assistant Equal Opportunity Officer Contact Information: Office for Access and Equity 809 South Marshfield Avenue,
More informationConflict Management Skills for New Supervisors
APTA Webinar Series: Supervisory Skills Training for New Transit Operations and Maintenance Supervisors Conflict Management Skills for New Supervisors Wednesday, June 22, 2011 2-3:30 p.m. Eastern Time
More informationMindset Of The Millionaire Traders
Mindset Of The Millionaire Traders Windsor Advisory Services Mindset Of The Millionaire Traders The world s top traders may all have different methods for making money but they all tend to share the same
More informationSales Executive Customer Service Skills TANTO
Sales Executive Customer Service Skills TANTO Introduction In this advanced session on customer service, the following topics will be covered: Introduction Introduction 1. The SAD Model 2. Service, Service
More informationEmotional Intelligence Self-Assessment Gabrielle K. Gabrielli, Ph.D.
Emotional Intelligence Self-Assessment Gabrielle K. Gabrielli, Ph.D. 1 = Strongly Disagree 2 = Moderately Disagree 3 = Neutral 4 = Moderately Agree 5 = Strongly Agree Part 1 - Rate Yourself. Using the
More information1 Introduction Managing the Telephone Customer Service Skills Determinants of a Quality Service Communication Skills 11
Contents 1 Introduction 3 2 - Managing the Telephone 4 3 - Customer Service Skills 7 4 - Determinants of a Quality Service 9 5 - Communication Skills 11 6 - Assertiveness Techniques 13 7 - Handling Complaints
More informationCustomer Service and Conflict Resolution
Customer Service and Conflict Resolution Acknowledgement Course Material Developed by Nancy A. Farage, M.A., M.Edu Why Customer Service Training? Moving into the 21 st Century Employees have to work with
More informationHow to Hire a Consultant
There are three reasons to hire a consultant: 1. You don t have the time 2. You don t have the expertise 3. You need a neutral or external perspective How to Hire a Consultant OPG s long-term relationships
More informationManaging people through change
Managing people through change 5 essential skills for helping people deal with change successfully Change is natural and necessary for organisational survival, but is one of the most upsetting and stressful
More informationThomas-Kilmann Conflict Mode Instrument P R O F I L E A N D I N T E R P R E T I V E R E P O R T. Kenneth W. Thomas and Ralph H.
Thomas-Kilmann Conflict Mode Instrument P R O F I L E A N D I N T E R P R E T I V E R E P O R T Kenneth W. Thomas and Ralph H. Kilmann Report prepared for July 26, 2007 Interpreted by Acme, Inc CPP, INC.
More informationBUILDING GOOD WORK RELATIONSHIPS
Making Work Enjoyable and Productive How good are the relationships that you have with your colleagues? According to the Gallup Organization, people who have a best friend at work are seven times more
More informationA-Z OF CUSTOMER SERVICE AND COMPLAINTS MANAGEMENT
A-Z OF CUSTOMER SERVICE AND COMPLAINTS MANAGEMENT Leading Light Enterprises Ltd 1 0845 165 6269 Welcome! When it comes to customer service it s actually quite easy to make a huge difference. It s often
More informationCONFLICT MANAGEMENT. Goal conflict is situation in which desired end states or preferred outcomes appear to be incompatible.
CONFLICT MANAGEMENT Introduction To Conflict: Conflict is difficult to define, because it occurs in many different settings. The essence of conflict seems to be disagreement, contradiction, or incompatibility.
More informationThe slightest perception of something negative happening can affect an employee s emotional state.
Employee feedback is the core of personal and professional growth. Feedback can help an employee get better at what they do, and surprisingly employees crave feedback. Most managers don t provide enough
More informationHow to Restore Customer Confidence
How to Restore Customer Confidence Restoring confidence and regaining goodwill in issue handling Myra Golden Customer Experience Trainer 3 Truths & a Lie 1. I have run a half-marathon 2. I was named a
More informationEQ Competencies Assessment
EQ Competencies Assessment The research validates that what separates superior leaders from average leaders is Emotional Intelligence (EQ). When measuring IQ, Technical Expertise and EQ, the results validated
More informationBarometer. Findings in the United States. A research report prepared for:
2011 Global Customer Service Barometer Findings in the United States A research report prepared for: Research Method This research was completed online among a random sample of consumers aged 18+. A total
More informationFundamentals of Project Management Bill Coda
Fundamentals of Project Management Bill Coda The P in PM is as much about People Management as it is about Project Management. Agenda Introduction and Overview Objectives Project Management Frameworks
More informationTSW Training Ltd. Course Outlines. Visit us at
TSW Training Ltd Course Outlines 2010 Visit us at www.tsw.co.uk Contents Management & Leadership ILM Level 2 Certificate - Team Leading ----------------------------------- 4 ILM Level 3 Award - First Line
More informationHow to deal with negative feedback. Learn the best way to handle negative reviews, and provide your business with valuable customer insights.
How to deal with negative feedback Learn the best way to handle negative reviews, and provide your business with valuable customer insights. Embrace negative feedback Receiving positive feedback from your
More informationCourse 4 Customer Relations
Associate Program Customer Relations Delivering our Customers a perfect pizza Delivering it fast and safely Being knowledgeable about our products Keeping a clean, friendly image EVERYTIME EVERYTIME ALL
More informationTHE FIVE DYSFUNCTIONS OF A TEAM
Members of truly cohesive teams: 1. Trust one another. 2. Engage in unfiltered conflict around ideas. 3. Commit to decisions and plans of action. 4. Hold one another accountable for delivering against
More informationConflict Management Techniques. Rusk Psychology
Conflict Management Techniques Rusk Psychology Overview:! Conflict is largely a perceived phenomenon.! It is our perception of the situation that determines if a conflict exists.! It is useful to assess
More informationMODULE 4 List and evaluate your personality traits to indicate self-understanding.
Student name: Date: MODULE 4 List and evaluate your personality traits to indicate self-understanding. Objectives: A. Define personality traits. B. Know examples of major personality traits. C. Evaluate
More informationDevelopment Suggestions for Political Savvy
Development Suggestions for Political Savvy Suggested Readings Title Political Savvy: Systematic Approaches for Leadership Behind-the-Scenes Don't Sabotage Your Success! Making Office Politics Work Author/Publisher
More informationLearning Resource. Babcock International Group. Allocate and monitor the progress of work.
Babcock International Group www.babcock.co.uk/theknowledge Learning Resource Allocate and monitor the progress of work Introduction This handout is about ensuring the work required in your area of responsibility
More informationCRA Competency Catalogue
CRA Competency Catalogue Revised April 2015 RC4630(E) Rev. 15 Version 2015-04-01 1 Table of contents About the CRA Competency Catalogue... 3 Catalogue contents... 3 Definition of competency... 3 Categories
More informationA summary of the principles from The Speed of Trust Book:
A summary of the principles from The Speed of Trust Book: The five waves of trust The first wave, Self-Trust, deals with the confidence we have in ourselves in our ability to set and achieve goals, to
More informationHow to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives
How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the
More informationFacilitator s Guide Overview
Facilitator s Guide Overview Introduction This overview manual is designed to assist in using the series of PowerPoint presentations which engage employees in discussions about improving workplace mental
More informationManaging a complaint at work A step-by-step guide
Be prepared In running your business, you expect that at some point there could be a complaint from someone who works for you. It could be to do with their work, where they work, or who they work with.
More informationSWPTA Mid-Year Training 2017 Managing Up
Managing Up SWPTA Mid-Year Training 2017 Managing Up Influence Without Authority Presented by: Vicki Pero, Principal, vpero@marlyngroupllc.com 800.825.6310 Vicki Pero, Principal, SPHR, CPP Well-balanced
More informationPROCESS CUSTOMER COMPLAINTS CANDIDATE RESOURCE & ASSESSMENT BSBCMM301A
PROCESS CUSTOMER COMPLAINTS CANDIDATE RESOURCE & ASSESSMENT BSBCMM301A Precision Group (Australia) Pty Ltd 44 Bergin Rd, Ferny Grove, QLD, 4055 Email: info@precisiongroup.com.au Website: www.precisiongroup.com.au
More informationCustomer Service Excellence Training from ProEdge Skills, Inc.
Importance of Service & Customer-Focused Attitude Sociologists claim that customer service is emotional labor. Being On all day is hard. Customers get upset, yet the customer service professional cannot.
More informationService Booster Activities
Service Booster Activities These application activities are designed to help strengthen your interaction skills in customer service situations. You may complete any number of activities in any order on
More informationDRIVERS QUESTIONNAIRE
DRIVERS QUESTIONNAIRE Drivers are; - Unconscious internal pressure that makes us do things certain ways, e.g. with speed, perfection, little emotion etc. - Often inappropriate or unhelpful in obtaining
More informationManagers at Bryant University
The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer
More informationDO YOU WANT A MENTOR?
DO YOU WANT A MENTOR? TABLE OF CONTENTS I THINK I WANT A MENTOR--AM I READY?...2 HOW TO FIND A MENTOR THAT IS RIGHT FOR YOU...3 TIPS FOR A SUCCESSFUL RELATIONSHIP...4 THE GOALS ARE ACHIEVED--WHAT NEXT?...6
More informationUnderperforming employees driving you up the walls
Not all your employees will give a 100%. Some will have personal issues that interfere with their work. Technically it's not your problem, but in reality any issue that contributes to an underperforming
More informationTEAM EMOTIONAL INTELLIGENCE SURVEY REPORT
TEAM EMOTIONAL INTELLIGENCE SURVEY REPORT April 15, 2013 For further information about Team Emotional Intelligence: www.geipartners.com GEI Partners 2013 This report is the property of GEI Partners (Professor
More informationAccommodate busy schedules. Achieve synergy in staff interactions. One full hour of delivery by a professional trainer for up to 25 participants
I loved the Brown Bag seminar. I have been to Brown Bags several in the past, but none were as informative (and as simple to understand) as Claremont s. It really has motivated me to TAKE CHARGE! Manager
More information2017/08/25 MANAGING CONFLICT / MEDIATION SAOU: WORKSHOP FOR SCHOOL MANAGEMENT. An eye for an eye will only make the whole world blind Mahatma Ghandi
MANAGING CONFLICT / SAOU: WORKSHOP FOR SCHOOL MANAGEMENT CONFLICT Presenter: Marietjie le Roux MANAGING CONFLICT / An eye for an eye will only make the whole world blind Mahatma Ghandi Raise your thoughts,
More informationMentors: Measuring Success
Mentors: Measuring Success Your success is measured by many milestones. Your Mentee may realize for the first time that he/she has potential is confident and self-assured values education and the learning
More information38 Reasons The Difficult Conversations Survey
38 Reasons The Difficult Conversations Survey At a glance: Over 200 managers tell us why they dodge difficult conversations 97% are concerned about stress caused Over 80% are concerned about an angry response
More informationAmerica s Workforce: A revealing account of what employees really think about today s workplace
America s Workforce: A revealing account of what employees really think about today s workplace 2013 Leading the charge In recent years, tough economic times and an unsteady job market have made most people
More informationHuman Resource Services, Employee & Management Services
Dealing With Personnel Issues Reference Guide Human Resource Services, Employee & Management Services What is a problem employee? We all have them employees who drain our time and energy. Whether highly
More informationUsing Key Principles to Build Rapport
Using Key Principles to Build Rapport Were you ever interviewed by someone who had little regard for your feelings? What did this person say or do, and how did you feel? How open were you with this person,
More informationSupervisors: Skills for Success
HELPING THOSE WHO HATE HR. 554 Pacific Avenue, York, Pennsylvania 17404 717.855.5589 www.alternative-hr.com Supervisors: Skills for Success Contents Introduction Page 3 Communication.. Page 4 Planning
More informationDetermining Your Performance Evaluation Mindset
Determining Your Performance Evaluation Mindset You should respond to this quiz as you actually think. The result of this quiz does not need to be shared. Answer each question true (T) or false (F) 1.
More informationEffective Performance Evaluations
By: Lauren M. Bernardi The following is a partial excerpt from the Manager s Manual section of Lauren Bernardi s book: Powerful Employment Policies. Performance Management Is More Than Just Filling Out
More informationLinda Carrington, Wessex Commercial Solutions
Linda Carrington, Wessex Commercial Solutions Linda Carrington has worked with ISO 9001 accredited systems throughout her career, in businesses as diverse as oil and gas, construction, defence and shipping.
More informationSAMPLE DO NOT REPRODUCE. KLEIN GROUP INSTRUMENT for Effective Leadership and Participation in Teams KGI INDIVIDUAL PROFILE.
KGI INDIVIDUAL PROFILE Prepared for: Sample Case Taken from a General Group Perspective February 17, 2010 KLEIN GROUP INSTRUMENT for Effective Leadership and Participation in Teams Developed by ROBERT
More informationSidra Medical & Research Center
Customer Service Dr. Christopher Churchouse & Ryan Peden Sidra Medical & Research Center Learning Outcomes: How to act as an ambassador for Sidra The key skills of dealing faceto-face with customers to
More informationUSING PR MEASUREMENT TO BEAT YOUR COMPETITORS: A HOW-TO GUIDE
USING PR MEASUREMENT TO BEAT YOUR COMPETITORS: A HOW-TO GUIDE Dear Reader, Thank you for downloading this how-to guide: Using PR Measurement to Beat Your Competitors. I hope you will find it to be a valuable
More informationIT Service Management
IT Service Management Back to Basics Might Not Be What You Expect By Stuart Rance ITSM and security consultant We all think we know what we mean when we talk about getting back to basics in IT service
More informationImproving Procurement s Internal Credibility: A Guide
Improving Procurement s Internal Credibility: A Guide 1-888-878-9429 info.iq@ Credibility: It s something we all strive for in our professional lives. We want to be trusted by our peers and have our expertise
More informationINVESTIGATING AND WRITING GRIEVANCES
INVESTIGATING AND WRITING GRIEVANCES Total Time 2 hours Learning Goals l Review the definition of and types of grievances. l Practice resolving problems informally. l Understand how to effectively investigate
More informationThe Manager Foundation Job Competency Guide
What are Job Competencies? They are skills, attributes and behaviors that are required in order to be able to effectively do the job. Therefore they vary according to the job. WHY are Job Competencies
More informationThinking about competence (this is you)
CPD In today s working environment, anyone who values their career must be prepared to continually add to their skills, whether it be formally through a learning programme, or informally through experience
More information7 Quality Organizations and Service. Copyright 2016, 2013, 2011 Pearson Education, Inc. 1
7 Quality Organizations and Service Copyright 2016, 2013, 2011 Pearson Education, Inc. 1 PERFORMANCE PROFITS CUSTOMERS Copyright 2016, 2013, 2011 Pearson Education, Inc. 2 After studying these topics,
More informationFour ideas to improve quality management in your contact centre
Four ideas to improve quality management in your contact centre Four ideas to improve quality management in your contact center According to Bain & Co, a customer is 4x more likely to buy from a competitor
More informationCHAPTER 3: CHANGE MODULE 4: CULTURE & SYSTEMS MASTERY
Change MODULE 4: CULTURE & SYSTEMS MASTERY CHAPTER 3: CHANGE LEADING CHANGE Facts: Change is constant. The rate of change is accelerating. We work in an increasingly uncertain environment. We face increasing
More informationIn this issue: 1. The Project Constraints
Volume 3-2 In this issue: 1. The Project Constraints 2. Managing Conflict 3. FMP Course Offer 4. Motivating the Team 5. Improving Performance 2. Managing Conflict Conflict is defined as "when two or more
More informationExpat Optimiser Program. Identity, Career, Relationships, Cultural Intelligence
Expat Optimiser Program Identity, Career, Relationships, Cultural Intelligence Part 1 - What do you want to Achieve from this Program? As with any successful coaching program, having a clearly identified
More informationFOR STAFF, FACULTY, AND LEADERS INTERESTED IN BEING MENTORED
Mentoring Toolkit FOR STAFF, FACULTY, AND LEADERS INTERESTED IN BEING MENTORED Mentoring Toolkit Contents Self-Discovery... 1 Your Past Mentors... 2 The Benefits of Being Mentored... 3 Determining Your
More informationMentoring Toolkit Additional Resources
Mentoring Toolkit Additional Resources University of Edinburgh Mentoring Connections Programme Table of Contents Mentoring Connections at the University of Edinburgh... 4 General information on the mentoring
More informationinsight2implementation Ltd
Discussion Document Prepared by: Barry Hennessy Jon Gooding Barry@i2isales.com Jon@i2isales.com insight2implementation Ltd Table of Contents Introduction 3 Value, Solution and Services Selling - Competency
More informationbritish council behaviours
british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this
More informationCounterproductive. Behavior Index
Counterproductive Company: Unit/Location: Job Applied for: Behavior Index Version 2.0 Sample Company A Sample Job Copyright 2002, 2007, HRD Press, Inc., 22 Amherst Road, MA 01002 (800) 822-2801 www.hrdpress.com
More informationzapp! Empowerment Notebook School Admin Professionals Workshop
Empowerment Notebook The problem as I see it: My boss wants more Because management needs more Because the customers demand more Because the competitors are delivering more But I can t get my people to
More information"HANDLING A SEXUAL HARASSMENT INVESTIGATION"
PRESENTER'S GUIDE "HANDLING A SEXUAL HARASSMENT INVESTIGATION" Part of the "SAFETY MEETING KIT" Series Quality Safety and Health Products, for Today...and Tomorrow OUTLINE OF MAJOR PROGRAM POINTS OUTLINE
More informationImpactful 1:1 Meetings
Impactful 1:1 Meetings An essential responsibility of a CEO or business unit leader is to design and implement the company s communication strategy. How do messages cascade throughout the organization?
More informationThe City of Sunnyside Council Code of Conduct
The City of Sunnyside Council Code of Conduct The Sunnyside City Council shall hold themselves accountable to the following principles and guidelines for Code of Conduct. Council Member Conduct with One
More informationTurning Feedback Into Change
White Paper FEEDBACK Turning Feedback Into Change The key to improving personal success Thought leader, Joe Folkman describes a model consisting of three elements to help accept feedback from others and
More information