discussion with the individual. You are asking the essential
questions: ‘Is there a problem?’, ‘Why is there a problem?’
and ‘What can we do about it?’ (emphasize the we – joint
problem-solving approaches always produce the best
results). A successful outcome of this approach in the shape
of a resolution of the difficulties depends on creating
rapport and a climate of trust. This will not be easy if things
have gone too far, which is why it is advisable to anticipate
problems as much as you can.- It may be difficult to anticipate difficult behaviour. It may
simply happen. In this case you should try to analyse the
cause or causes. Start by asking yourself whether or not you
have created or contributed to the problem, and if so how.
Go on to assess other possible causes by reference to the list
given above. Be as specific as possible by identifying events
that may have triggered off the behaviour. The more
instances you can produce, the more likely you are to reach
a solution. - Where there are specific issues, discuss them with the indi-
vidual. A joint problem-solving approach is best, when both
parties spend some time in analysing the cause of the diffi-
culty so that agreement can be reached on what they can
both do about it. The aim should be to be constructive. It is
not a matter of apportioning blame. It is much more about
providing an answer to the question, ‘What are we going to
do about it?’ - When dealing with aggressive people, stand your ground
by being assertive (see Chapter 2). State your case, and ask
questions to encourage the person to explain the cause of the
problem and to discuss how it can be resolved. - Always be calm. Losing your temper with someone who
loses their temper gets you nowhere. - Try to reason with the difficult person. But if he or she is too
angry or upset to listen, it may be best to walk away, with
words to the effect that time is needed to reflect on this situ-
ation, so ‘Let’s get together later to discuss what needs to be
done’. It’s best to end an acrimonious telephone conversa-
tion similarly. You could say something like, ‘Perhaps it’s
best if we resume this conversation later when we can
discuss the issues more calmly’. Never hang up. - Use avoidance tactics only as a short-term solution. They
will not address the real issues.
94 How to be an Even Better Manager