SKILLS THAT HELP SUBORDINATES SOLVE THEIR PROBLEMSTeresa E. SimpsonBUSI 5320: Negotiation: Leadership, ADR & Organizational Change Spring 2009

Career & Testing CenterLamar University

Director Career & Testing Center

Assistant DirectorEmployer Relations & Career Counseling

Professional Development

Programs(4 student positions)

Assistant DirectorAssessment

Student CoordinatorJobs4Cards &

Placement(1 student position)

Coordinator, Prometric Services

Objective

*Leader Effectiveness Training: to develop skills that help subordinates solve their problems.

Team Building: to understand and appreciate similarities and differences in the personalities of your fellow team members can help you function better. Implement a team building program utilizing assessment tools.

Conflict Management: to assist individuals in a variety of settings understand how different conflict styles affect personal and group dynamics. Implement a conflict management program utilizing the TKI-Thomas Kilmann Conflict Mode Instrument.

Leader Effectiveness TrainingProblem Solving for Subordinates

When your subordinates or group members encounter problems trying to get their various needs met, the overall effectiveness of your group must necessarily suffer.

It goes almost without saying that when people are bothered or dissatisfied with something, it affects their work.

Signs of Subordinates or Group Members’ Unmet Need or Dissatisfaction

Being unusually uncommunicative Sulking Avoiding you Excessive absenteeism Being unusually irritable Not smiling as much as usual Daydreaming Tardiness Looking downcast or depressed Being Sarcastic

Cues & Clues that should Alert you!

“I’m really upset.” “How do you expect me to do my job without

adequate information?” “That damn purchasing department is driving

me nuts.” “Oh, forget it” “If it isn’t once thing, it’s another” “I cannot stand the way Shirley acts in our

meetings!” “I feel like quitting sometime.”

Understanding Those Signs/Alerts It is important to understand that one never know

exactly what another person is experiencing. Sender expressing a feeling – some kind of

dissatisfaction. This is sent as a CODE that symbolizes the feeling either

verbal or nonverbal. It is the responsibility of the Receiver to DeCODE

the Alerts. Impression = Expression

Understanding of another person happens only when the Receiver's impression matches closely to the sender’s intent.

The Problem Solving Process: Identifying and defining the problem Generating alternative solutions Evaluating the alternative solutions Decision-making Implementing the decision Following up to evaluate the solutionAgain: the leader’s goal is to “see to it that

the problem gets solved….not solve the problem”

Responses That Facilitate Problem-Solving

Door Openers “Would you like to talk about it?” “I’ve got the time if you have. Want to

talk?” “I’d be interested to hear how you feel.”

This is not burdening or unloading; this is away for you to identify an area needing review and to understand the senders’ needs.

Responses That Facilitate Problem-Solving

Passive Listening The listener’s willingness to keep quiet is

usually understood as reasonable evidence of interest and concern.

Silence is a potent tool for getting people to talk about what’s bothering them

*as anyone knows who has received counseling from a professional counselor, talking to someone who is willing to listen may be just the encouragement a person needs to keep

going.

Acknowledgment Responses “Nodding” “Mm-hmmm”

Responses That Facilitate Problem-Solving

Be Cautious of Roadblocks

Ordering, Directing, Commanding You must do this I expect you to do this

Warning, Admonishing, Threatening If you don’t do this, then…

Moralizing, Preaching, Imploring You should do this

Advising, Giving Suggestions or Solutions It would be best for you if….

Persuading with Logic, Lecturing, Arguing Experience Tells me…

Responses That Facilitate Problem-Solving

Judging, Criticizing, Disagreeing, Blaming You are out of line

Praising, Agreeing, Evaluating, Positively, Buttering Up You Usually have a good Judgment.

Name-Calling, Ridiculing, Shaming You’re a sloppy worker

Interpreting, Analyzing, Diagnosing You are saying this because you are angry.

Reassuring, Sympathizing, Consoling, Supporting Don’t worry so much about it

Probing, Questioning, Interrogating Why did you do that?

Distracting, Diverting, Kidding That reminds me of the time when…

Activity: Understanding the Importance of Team Building

Step One: Design Workshops The Four Building Block of Great

Leadership Vision Interpersonal Style Communication Problem solving/Decision making

Interpretive Report (understand your MBTI – TYPE)

Activity: Cont. The Five Practices of Leadership

Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart

Feedback Report LPI -Leadership Practices Inventory

Activity: Cont. Aligning Strategy & Culture

Interpretive Report for Organizations Developing a Common Language for Self-Awareness

Team Report

Improve Communication and Team Building with the MBTI Instrument Administrators have embraced the MBTI instrument as a tool for

communication and now have a common language to describe their personal preferences and the preference of others.

Work Styles Report: Enhancing the Two-Way Communication in Organizations

Interpretive Report LPI -Leadership Practices Inventory Interpretive Report for Organizations Team Report Work Styles Report: Enhancing the Two-

Way Communication in Organizations

Activity: Cont.

Assessment Tools

Activity: Understanding Conflict and Conflict Management

Step 1: Develop Professional Development Workshops

Understanding Conflict and Conflict Management What is conflict management: Why learn more about conflict and conflict management? How do people respond to conflict? Fight or Flight? What modes do people use to address conflict?

Competing, accommodating, compromising & collaborating What factors can affect our conflict modes? How might you select your conflict management style? How might staff/faculty apply this information to improve

their conflict management skills?

Activity: Cont. Learning About Your Conflict Modes/Individual Reflection

Step 2: Use the Thomas-Kilmann Conflict Mode Instrument Profile and Interpretive Report Two dimensions of behavior

Assertiveness-the extent to which the individual attempts to satisfy his or her own person’s concerns.

Cooperativeness – the extent to which the individual attempts to satisfy the other person’s concerns

5 methods of dealing with conflict: Competing Collaborating Compromising Avoiding Accommodating

Activity: Listening

Step 3: Improving listening skills is one approach to improve conflict management skills. Studies show that only about 10% of us listen properly. Read the article by Raudsepp.

Raudsepp, E. (2002) “Home Listening Skills to Boost Your Career,” Available on the World Wide Web at

http://www.careerjournal.com/myc/climbingladder/20021224-raudsepp.html

Take the listening quiz. Develop an action plan for improving your listening skills.

Suggestions for Further Activities

The book 50 Activities for Conflict Resolution contains 25 activities for self-development on conflict. Activities include:

The Role of Values in Conflict Resolution Resolving Conflict through Planning Evaluation Your Conflict Resolution Skills Uncovering the Hidden Agenda

Assessment CAS Professional Standards for Higher Education 2008

Part 3: Leadership Leaders must…initiate collaborative interaction between individuals and

agencies that posses legitimate concerns and interests in the functional area.

Leaders must identify and find means to address individual, organizational, or environmental conditions that inhibit goal achievement.

Part 4: Organization & Management Evidence of effective management must include use of comprehensive and

accurate information for decisions, clear sources and channels of authority, effective communication practices, decision-making and conflict resolution procedures, responsiveness to changing conditions…

Part 13: Assessment and Evaluation Programs and services must conduct regular assessment and evaluations.

Results of these evaluations must be used in revising and improving programs and services and in recognizing staff performance.