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Entries in conflict resolution (10)


Putting Your Needs Second In Your Lineup

After a keynote to an association annual meeting, I had someone talk with me about a situation they faced with a coworker. It seems that the coworker has this need to feel like they are in control of certain information-even though there is no legal or ethical reason to keep the information private. This person gets very frustrated when they try to get regular reports of these number because the person simply says, "If someone needs any of these numbers, tell them to come see me." Control indeed.

In the spirit of being a general manager I asked him if he had looked at it from their perspective and tried to determine ways to meet their need but still get the information. "She just wants to be in control and I don't want her to have control," he said. A critical mistake.

Being the "General Manager" often means that you put your needs second to those of others-so that the greater purpose can be realized. We have to ask, "What's the most important result we need to achieve in this situation?" If it's to have a report of the information, our pride or own desire for control may have to take a back seat. If it's to simply say, "I didn't give in," that has its own consequences as well.

As you look at the performers in your lineup today, how could you be a better "General Manager" and best meet their needs to insure a better total performance?


Let's get the performers in your organization working more effectively together. Click here to learn how.


One Lineup Affects Another

I was boarding a flight and someone was in my assigned seat. When I inquired about their seat assignment they replied, "Oh, I didn't want to sit in my seat up front so I just took a different one. You can sit somewhere else." Having been through this before, I politely told them I wanted to take my assigned seat so it didn't cause problems when other people boarded the plane. They gave me a disgusted look but moved to a seat close by.

By the time the plane was ready for takeoff, this person had caused 4 other people to have to move to a different seat. It was literally a chain reaction with several people "miffed" at having to sit somewhere else. All because someone wanted to change their place in the "seat lineup" without thinking about it's impact on others.

The next time you plan on making a change in your lineup, think about how the change will affect those around you. If it's for the better, perfect. If not, and you want to maintain a positive relationship with the other performers, you might want to think again... or come up with a solution that works for them too.


To get your performers working more effectively in your organization's circus, click here.


Steps To Stepping Up The Performance Of Your Performers

 I had to laugh. A business associate called and in the conversation he mentioned his frustration with one of his employees. When I asked him how long this had been going on, he said "three months." "Three months!" I replied. "Why have you waited so long to address the issue?" His reply was all too common... "I just didn't know what to do."

It can often seem overwhelming to map out a plan for improvement for an individual, but failure to do so not only affects their performance-it also affects YOURS. Sometimes a simple process to follow might get them on the road to a standing ovation and you can stop juggling THEIR elephants. Once you have determined the desired outcome you want to see in one of your performers, try these steps to make it happen:

  1. Figure out what motivates them. Determine some realistic and meaningful ways you can provide the motivators.
  2. Be the Ringmaster. Most people like to work with people who are goal-oriented and focused on achieving certain objectives. If they recognize that their performance is part of a bigger goal, they are more likely to go along with the plan. Share your strategic plans and objectives-often!Use small steps. Break the desired outcome down into smaller parts. Reward them when they achieve each step and encourage them to continue their growth (using some of the identified motivators from step 1).
  3. Keep the spotlight focused on the act. Determine possible distractions that could cause the performer to fail, and remove or minimize them when possible.
  4. Minimize their juggling elephants routine. Remember, they have other acts to perform besides the new ones you have for them.

Our Juggling Elephants programs include a section on improving the work of your performers. Click here to learn more.


Things To Never Say To Your Ringmaster posted a short list of things you should never say to your boss. They include:

  • "I need a raise."
  • "That just isn't possible."
  • "I can't stand working with _____."

As the article states, it's always a good idea to think before you speak. After reading the full article, why not create your own list to remind you of how to properly communicate with anyone who can have a significant impact on the success of your circus.


The Most Disengaged Performer

Who's the most disengaged performer in your circus? Chances are their disengagement is limiting your ability to be successful in more than just one ring in your circus. If it's a coworker or employee, you probably find yourself distracted even when you aren't at work, trying to figure out some way to improve the situation. If it's a family member, your focus at work is interrupted as you reflect on what could be causing the discord. It may also be affecting your physical or mental energy to deal with other "acts" in your circus. Today, why not take a few moments and reflect on who may not be performing well in your circus. Then, make it a priority to do something to improve the situation. Remember, it's affecting more of your performance than you want to acknowledge-and you have too many other elephants to juggle right now to allow this one to drop on you.