Sometimes the very people you should fire are the yes people who won’t stick their necks out with innovative ideas and the managers who support such behavior.
It goes without saying workplace conflict is expensive. Regardless of established parameters there are some events that are beyond our control. Or are they? There are people who engage in inane behavior despite one’s best behaviors. However, I have seldom seen an aberrant employee who could not be made better under the right leadership. Not management. No one wants to be managed. Keep that in mind when dismissing an employee. They are under immense stress. Be sure you are releasing them for the right reasons. Frequently dismissing an employee has more to do with his or her supervisor than the behavior of said employee.
Hence, trust is perhaps the best remedy for building employee engagement. You will find your greatest sources of innovation may rise from disgruntled employees and customers who operate inviolate of long held industry assumptions. Dealing with disgruntled employees is not a disciplinary action but an engagement. You can use it to gain information devoid of the ridiculous computer generated exit interviews that are enough to propel anyone any reasonable person to inappropriate acts. The last thing an outgoing employee wants is more of the same: heartless interaction. Ask them, “What would you have done?”
The thing about disgruntled customers and employees is they are not homogenous. Homogeneity sucks. For everyone who thinks alike innovates alike. Meaning they don’t innovate in important ways.
You should cast aside your pride and listen. Hire the ones with less than perfect credit. Those who went from job to job. The ones who will say, “That is a stupid idea.” Because the trouble makers are the only ones who innovate. Jim
Seriously, how we deal with others is the result of our unconscious inner dialogue. Anxiety, a self induced dilemma is maximized when we exaggerate situations as being about us.
Developing assertiveness as oppose to aggression is important. You can disarm lie confrontation to move your objective forward in simple ways.
So what you can you do to avoid unconscious defaults and provide yourself more behavioral flexibility in the moments of truth that matter most? Here are three suggestions that I have seen work well:
Identify your defaults. You will find them, and likely culprits will be behaviors such as interrupting, becoming aggressive or passive, taking ownership of ideas, micromanaging, and jumping too quickly to negative judgments of others.
Schedule high-conflict conversations – Do so before lunch, at the end of the day, or at the end of a tough week when your self-control is likely to be low? If an…
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