Coaching, Mentoring and Managing: A Coach Guidebook

6

about shorter lunch hours. In time, such unrest almost

always diminishes and even disappears. Confronting

the unrest before it runs its course can fuel fires that

would have otherwise extinguished themselves.

2. Meet with key team members, individually or
   together. Ask what’s going on and why. List the facts
   and (now or later) deal with each fact one at a time,
   asking for input and ideas. When these key members
   are satisfied that either a) you are aware of the
   problem and are taking steps to work with them to
   resolve it or b) your joint solution is acceptable, they
   can give the results of your meeting to the other team
   members.


3. Call a team meeting. Clear the air. Invite honest, open
   discussion about any problems that team members
   may see as unresolved. Your willingness to meet
   issues head-on will be more important than your
   ability to “fix” things on the spot. Just listen. Take
   notes. Let people talk. Discuss solution options ...
   even assign “solution teams” if possible.
   In every instance, with an individual or a group, the key to
   dealing positively with defensiveness or aloofness is the
   same: Face the problem at the first opportunity. When
   your team sees that you want positive, constructive
   confrontation, they will increasingly tend to speak their
   concerns ... and be less and less likely to hide them.

Case Study .........................................................................................................

Linda Benchley’s team of computer technicians worked with
some of the most expensive inventory at MacMasters Inc.
Eighteen full-time technicians formed the nucleus of the
MacMasters IS department. They were divided into three teams of
six members each, with each member specializing in different PC
configurations and networks.

When one of the teams began missing expensive parts, Linda
and the team leader met to discuss the problem. The team leader,
Rob, reluctantly admitted that he suspected one of his people of
theft. Linda and Rob carefully documented their meeting and met 207

Integrating the Individual and the Team

Face the problem

at the first

opportunity.

C A S E S T U D Y