Dealing with difficult people

Every individual and every business is unique. As are the people you deal with regularly - customers, suppliers, officials, professionals - the list is endless.

Most people are easy to deal with; some are not. So how do you handle that small number who seem ready, willing and able to give you a hard time?

The first thing is to take a good look at yourself. Make sure you know what makes you tick. Be honest about your own strengths and weaknesses. Before you can successfully tackle difficult people you need to make sure you are on solid ground.

Do you make your views known readily? Do others know your prejudices? Are you a good listener? How would those who know you describe your personality? Would there be any surprises?

These are just some of the questions you might ask yourself. They are also at the heart of coaching and feature strongly in the development of emotional competence.

Emotional competence (EQ) is the 'people skills' equivalent of IQ. Most of us can think of someone we have dealt with who has great knowledge or expertise; but lacks the ability to make you feel really comfortable in their presence.

Maybe you have been given information by someone but felt unable to ask questions. Or told something you did not understand and just did not feel you could ask again.

People who are 'emotionally competent' do not make people feel like that. They are aware of the impact they have on others. They adapt their communication style to make sure they get their message across.

Click here to contact me and find out more about dealing with difficult people.

The business benefits of coaching

Coaching focuses on the development needs of teams and individuals. It is not based on a syllabus of business theory. The specific needs of the individual are taken as the starting point.

By concentrating on critical issues, coaching develops the skills and confidence needed to boost performance. This makes coaching a highly cost effective solution for developing excellent managers and leaders.

Coaching delivers -

• flexibility - scheduled around the work demands of each individual
• motivation - investing in people capitalises on their strengths and skills
• loyalty - your commitment to an individual's development reaps rewards
• measured outcomes - performance is benchmarked at the outset; milestone reviews measure progress and outcomes are mesured against original SMART objectives

Above all, those taking part become excellent planners, decision makers, problem solvers and communicators. They will practice what they preach and use coaching techniques to get the most out of people.

Coaching is now the most popular method used by business to develop their managers and leaders. It is very cost effective and its flexibilty means minimum work interruptions.

Coaching a winning sales team

I was asked to run a sales workshop for a national company with business units around the UK. It was day one of their annual conference.

Some of the sales team I had met briefly over dinner on arriving. A few had joined the company with previous sales experience, while others had grown with the business and 'somehow' found themselves in sales.

The good times had been really good. But, as enquiries slowed and closing became more challenging, some were disheartened. It looked like being a challenging workshop.

Day one and I am introduced by the Chairman. He then went through the gloomy figures since their last annual conference. Targets were announced for the following year which, he stressed, were 'vital for the business to survive and thrive'. Having 'inspired' everyone the Chairman was called away to deal with other matters.

I removed all sharp objects from the room and our workshop began. People introduced themselves and it became clear small teams, often just two or three people, worked in isolation. Some had never met face to face.

I abandoned my planned programme and switched to Business Coach mode. The workshop started in earnest.

The company specialised in 'big ticket' sales, often well into six figures. The chasm between the expectations of the company and the sales team's perception of their ability to deliver was huge - and had just got wider.

We began by reviewing the glossy brochures that had been delivered to the annual conference. The photographers and copywriters had had a field day. Unfortunately, while the brochures looked good, they did not answer the questions most prospective buyers put to the sales people.

Added to this, each business unit had its own unique features and benefits. None of this was addressed in the new company brochure.

We drew up an action plan, capitalising on the strengths and skills of each member of the team. We agreed that more communication was needed between the teams. This would provide support and enable the exchange of best practice.

Sales teams from each business unit analysed their own unique features and benefits. Other sales teams gave constructive critique. Things were starting to buzz.

Great ideas started to flow as the workshop picked up momentum. The team ditched the attitude of 'how on earth are we ever going to cope?' and decided 'we're smart people, we can do this'.

Once that corner was turned, an action plan was agreed which would see the company's goals achieved. Milestone reviews were put in place so that, should slippage occur, everyone would pull out the stops and get the plan back on track.

The team took the Chairman's depressing report and targets for the next year on the chin and turned a negative into a positive. All it took was some coaching from me and my firm belief that people can - and do - move mountains.

Did they move mountains? The Chairman is now a tax exile. Go figure.......

Solving people problems - case studies

These case studies feature in my recent Newsletter. To sign up for my newsletter, please visit my website. You can contact me here.

Case study – 1

The conversation with the MD went something like this: ‘We’ve tried training courses, beefed up our appraisal procedures and been down the disciplinary route. Nothing has worked, we’ve still got problems. Then someone suggested we talk to you.’

The working relationship between management and staff had broken down. The supervisors themselves did not work as a team. One supervisor had been threatened, both at work and outside. His car had been vandalised. Even his young children had suffered; bullied at school by the children of employees who held a grudge.

It was extreme, highly charged and causing massive problems for the company.

Like most things, it had to begin with listening. With a guarantee of confidentiality, my 1:1 conversations built a picture of a total breakdown in communication. Trust and respect, on either side, had completely disappeared. Added to all this there were rumours of changes in working practices which might lead to cutbacks.

The same questions were put to everyone, management and staff alike. What do you want? Where do you want the business to go? What needs to change? What do you need to see happening to convince you things have changed? How long have we got? What is your role in bringing about the changes needed? How much are you prepared to give to put things back on track?

The picture was encouraging. Both sides of the divide wanted similar things and seemed willing to make the effort to bring about change.

The results of conversations were shared with small groups of supervisors, line leaders and colleagues. There was surprise and some scepticism that top of the list was a need to work for a successful company and be happy at work.

Going through the anonymous responses to the questions the groups realised they were on the same side and that change was essential.

A couple of short workshops were held and examples of best practice shared with the groups. Very quickly it became apparent to the supervisors that line leaders and colleagues were quite able to understand and embrace the ideas put forward.

Soon respect for the views and ideas of others became a feature of workshops. Action plans and a timetable were agreed, with regular reviews to make sure everything stayed on track and obstacles removed.

Of course there were a few problems along the way, but goals were achieved. Some startling figures include:

• A 190% (not a typo!) annual staff turnover was halved in 16 weeks and continued to reduce.
• A six figure annual recruitment budget also halved in the same 16 week period.
• Team briefings became constructive sessions with ideas going both ways.
• Working practices were changed and staff levels reduced, BUT the trust and respect built up during the ‘change programme’ was not affected and continued to grow.

A key part of this was inviting me in to drive the process. A Business and Management Coach takes the view that everyone has strengths and skills which can be focused to achieve personal fulfilment and success for the business. Confidentiality is crucial. Equally crucial is commitment on the part of the top person in the business to make change happen. People can - and do - change.

Contact me to discuss how coaching will develop your business. Visit my website for more.

Case study – 2

‘We are one big happy family’ the owner manager proudly told me. But we were having the conversation because productivity had stagnated, problems with quality were not going away and he feared there were some passengers on board.

All this was costing time and money and, with a key customer audit deadline looming, it was time for action. No way could the business afford to lose a key account. But, at the same time, upsetting people was not the way to keep everyone happy; and goodwill was important.

Conversations with colleagues revealed few were aware of any problems. It was a nice place to work; some had been there many years and had introduced family members to the business. Of course some felt the reward for their effort had stood still for too long and a few admitted they were ‘looking around’.

The picture was one of a business waking up to the realisation that things needed to change; but unsure about what should change and how.

This is typical of many long established businesses. It is especially the case with many family owned businesses. But change affects everyone sooner or later. The way it is managed ensures a smooth transition to a higher gear.

Relationships and communication were fine; always a good sign. But interestingly, members of the top team did not share the same goals for the business. Meetings were frequent and much valuable information was exchanged. But vital conversations about future goals and ambitions were rarely on the agenda.

When asked what their goals were for the next 12 months and how they would know if they had achieved them, there were mixed responses; even some confusion. It was as if simply doing more of the same would see them through until the good times returned.

In order to give some focus to the top team’s effort the question was put to the MD of a business plan. It seemed a plan had been put together to take to the bank. (The first hint that money was getting tight and the bank was showing some concerns.) Their accountant had put the plan together for them and it had kept the bank happy – for now.

How was the top team working the business plan? It turned out the top team’s knowledge of the business plan was patchy. Some didn’t know it existed and others remembered it being put together.

Forgetting the jargon loaded words ‘business plan’, we looked at identifying what the business needed to do differently in order to achieve its goals. A short list of goals and priorities was agreed. The top team became focused and energised. Their enthusiasm was contagious and was soon shared by their colleagues. Previously untapped talent came to the fore and was put to good use.

Of course there were some who resisted. But coaching the top team on Performance Management brought about the changes needed. Colleagues felt more valued. They did not earn more but their efforts were recognised which boosted morale. They trusted the company well enough to know that financial rewards would be forthcoming when the time was right.

It is the introduction of a Business and Management Coach as a catalyst that breaks the mould. Contact me to talk about your business goals. It will cost noting but a little of your time and will be time well invested.

Visit my website for more.

Managing performance

From the moment the decision is made to recruit an employee, the process of Performance Management (PM) has begun. Getting the job and person specification right is the first step. All too often recruitment can become a 'beauty parade'; the best candidate gets offered the job.

But what if the best candidate isn't the right candidate? Let me explain. The right candidate will be a person who meets the job and person spec. The best candidate may not meet all the criteria, but was the best person who applied.

If you select someone who doesn't quite meet all your specifications; you are setting off with a potentially flawed plan. This is precisely why it is so vital to get the job and person spec right at the outset.

And don't just look for qualifications, skills and experience. The 'successful candidate' will be working with people. Stop and think for a moment: what is the root cause of most problems at work? Most have their roots in relationships between people. From an inability to grasp an issue - to an unwillingness to understand. From a style of communication that leaves others dumbfounded, frustrated or confused. Or from an apparent inability to cooperate with, or get the most out of others.

No recruiter gets it right all the time. So learning how to work together and get the most out of a new working relationship will take some effort. How you develop people and help them achieve great performance and job satisfaction is what Performance Management is all about.

If you have effective PM policies and processes, everyone approaches appraisals in the knowledge that outcomes will be positive. If your PM is inadequate, any mention of appraisal will be met with dismay; even fear and maybe hostility.

Good PM helps create the kind of culture where everyone shares the ambitions of the business. Everyone strives to improve their own performance and that of every colleague.

Good PM means communication is not an issue and, if problems do arise, the culture is such that they are resolved in a mature and constructive way. There is no finger pointing; the 'blame game' is not played and everyone gains from the problem solving process.

On the subject of problem solving. If you want to know more about using Critical Incident Analysis (CIA) as a management tool, please get in touch.

PM is a vital tool for achieving great performance and creating enthusiastic, motivated people. Here are some pointers, contact me for more information. Find out more on my website

• Individuals and teams at every level within a business are focused on improving performance. This is a continuous process and, while Performance Appraisal has its place, progress should not be something that 'stop-starts'. It should be continuous and jointly owned by those involved.
• Your PM policies and processes must deliver fair and consistent management of performance. This is a key factor in the event of any tribunal. Systems that are not 'fair and consistent' can automatically result in a lost tribunal and an increase of any award made.
• A key objective of PM should be to create a culture where people communicate on an adult and mature basis. Behaviour is a key culture indicator; good interpersonal and working relationships are essential for continuous improvement of personal and business performance.

Some really great ideas come from inside your business..........

Whether you sell a product or service, all your colleagues are experienced customers. Maybe they don’t buy what you sell. But they are pretty clued up about Value For Money (VFM) and what constitutes quality service.

Involving them stimulates their commitment and loyalty to your business. Plus, motivated people enjoy a challenge and relish the chance to get their teeth into something different at work. So it makes sense to encourage colleagues to find out what the end user of their daily endeavours really thinks.

 

Your business pays them for their work and (hopefully) management praise them for their efforts. But imagine how pride in their work grows by opening up communications with your customers or consumers? And consider the possible rewards........

The MD of a UK engineering company was spitting feathers because they had lost a major sale to foreign competition. It had seemed their offers were very similar and loyalty to them as a home supplier was rather expected.

What clinched the deal it seems was an invitation to visit the competitor’s factory where the equipment would be manufactured and a chance to meet the people who would make it.

When they visited they found the staff at the overseas company were so enthusiastic about winning the work they were learning to speak English. Oh yes; they were doing this in their own time and their employer was paying for the training.

To cap it all, the prospective customer’s engineering staff agreed to set up a phone directly to the engineers manufacturing the equipment so they could resolve any issues.

And where did all these great innovations come from? A lunchtime team 'brain storming' session in an overseas factory aimed at trying to get new business.

If your business needs an injection of innovation please contact me barry@barryelliott.biz. There’s more on my website at www.thebusinessandmanagementcoach.co.uk

The dangers of delay

A spot of good weather puts people in a better frame of mind. Or so you would think. But for some, the storm clouds are gathering.

The hassle of putting in place contracts, handbooks and a performance management (appraisal) system seemed like a waste of time and money to the owner of one small business. So it was for years; until big changes were needed.

After much procrastination, finally the business owner has accepted the inevitability of the need to act. He has finally ‘done the deed’

Now there’s a situation which nobody wanted. The now ex-employees of many years standing are stunned. Those still employed in the business are also stunned. But being stunned doesn’t last long. Soon a different set of emotions kick in.

Advice for the ex-employees comes from all quarters; most of it anecdotal; and most of it incorrect. How it will end is anyone’s guess. In all probability some solicitors will have a field day; on both sides. And could it have been avoided? Without a doubt; yes.

You couldn’t play a game of football or golf; or even hide-and-seek without rules. And these are things we have done for fun throughout our lives! So why do some owners and MDs allow their business, their very bread and butter, to wander along in the hope the sun will never stop shining?

My best guess (because I’ve never really fathomed it out) is a natural desire to follow the path of least resistance. ‘We don’t need a ‘rile-book’ - we use common sense and goodwill. We’ll never fall out. We’re all one big happy family here you know’. I’ve been told something like that more times than I can count. Often by a boss with a confused, almost hurt, look on his or her face.

But agreeing how you are all going to work together to achieve your business’ goals is the sensible thing to do. How else can you be sure that everyone is on your wavelength? How else can you be sure the business will be in good fettle in years to come, when you might want to sell or pass it on to your family?

Don’t leave things to chance; there’s just too much that go wrong. And you probably won’t know the wheels are coming off until a crash is unavoidable.

If you’re not sure where to start, or don’t fancy having maybe difficult conversations without some expert advice, then get in touch. Email me barry@barryelliott.biz  Find out more by visiting my website www.thebusinessandmanagementcoach.co.uk