Anger solutions @ work putting as philosophy into practice
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Putting Anger Solutions Philosophy into Practice in the Workplace
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How do we apply the principles of Anger Solutions into a busy workplace? How to encourage team spirit and peak performance in the 21st century workplace.
Transcript of Anger solutions @ work putting as philosophy into practice
Putting Anger Solutions Philosophy into Practice
in the Workplace
WHY WE NEED ANGER SOLUTIONS
“Organizations lose 8 weeks per year of employee time due to poor communication, which can and does lead to:
Conflict, workplace negativity and stress Staff turnover Lower productivity Poor customer service relationships
WORK IN GROUPS!
If negativity is a weed, what makes it grow?
“There are no bad people; only bad systems.” ~ Stephen Covey
CONFLICT IS…
The belief that if you get what you want, I can’t get what I want
Belief is the basis of action, which determines your outcomes!
EXERCISE…
How can we “re-frame” conflict so that it has a positive connotation?
REVIEW - HOW ANGER AND CONFLICT DEVELOP:
Expectation Experience
Frustration!!!
THE TSA MODEL FOR EFFECTIVE COMMUNICATION…
T: Think – what is happening? What does this mean to me? How should I respond?
S: Say – I feel/need/think/want… because…
A: Ask – for feedback. “How do you feel about what I’ve just said?”
AND FOR SUPERVISORS…
Ask: What is your opinion? How do you see things progressing? Do you have any concerns?
Say: This is what I have observed and these behaviours communicate…
Continue: Giving ongoing feedback ~ don’t wait 1 year until next evaluation!
Provide Feedback on BEHAVIOUR – not PERSONALITY! More on this later…
IT`S NOT ME!
Who owns my anger?
TAKE RESPONSE-ABILITY!
E+R=OEvent + Response = Outcome
“It is not your conditions but your decisions that determine your outcomes.”
~ Tony Robbins
STRATEGY #1 “STATE YOUR PROBLEM” Understand that helping others meet their
needs can help you meet your needs Allow the other party to state his/her problem Good relationships are the first priority. Work to build mutual respect
STRATEGY #2LISTEN: USE EMPATHY
“I hear what you’re saying” “I can understand why you’re upset” Avoid using “you” statements Believe in innocence
Engage yourself fully Use active listening skills Stay focused (centered) Listen 1st: Talk 2nd
STRATEGY #3LOOK FOR COMMON GROUND
Establish the “facts” of the case Explore options together Eliminate the ones that just don’t fit Be open to other ideas Work towards that which is mutually
acceptable
STRATEGY #4SEPARATE THE PERSON FROM THE
PROBLEM
Request changes in behaviour only Practice: Change these statements address the
problem rather than the person. (ASC) “You’re not interested in serving them/you don’t care.” “You are the reason we are not making our stats …” “You’re more interested in your personal calls than our
clients…”
TIME FOR SELF-EVALUATION!
What are your greatest challenges?
What are your current strategies? What is working? What is not working? What is the worst thing that could
happen if you try something new? What is the best thing that could
happen? What options are available to you?
WHAT ARE YOUR CLIENTS’ GREATEST CHALLENGES?
How can you – as an individual – help your clients most effectively?
How can you work together as a TEAM to help your clients overcome their challenges?
What have been the KEYS to your success thus far?
HOW COULD ANGER AFFECT MY WORKPLACE?
Attitude
Opinions
ChoicesResponses
Outcomes
STAGES OF TEAM DEVELOPMENT: FORMING
The team is assembled and the task is allocated.
Team members tend to behave independently and although goodwill may exist they do not know each other well enough to unconditionally trust one another.
Time is spent planning, collecting information and bonding.
STAGES OF TEAM DEVELOPMENT: STORMING The team starts to address the task suggesting ideas. Different ideas may compete for ascendancy and if
badly managed this phase can be very destructive for the team.
Relationships between team members will be made or broken in this phase and some may never recover.
In extreme cases the team can become stuck in the Storming phase.
If a team is too focused on consensus they may decide on a plan which is less effective in completing the task for the sake of the team.
This carries its own set of problems. It is essential that a team has strong facilitative leadership in this phase.
STAGES OF TEAM DEVELOPMENT: NORMING
Moving towards harmonious working practices with teams agreeing on the rules and values by which they operate.
Ideally teams begin to trust themselves during this phase as they accept the vital contribution of each member to the team.
Team leaders step back from the team at this stage as individual members take greater responsibility.
The risk during the Norming stage is that the team becomes complacent and loses either their creative edge or the drive that brought them to this phase.
STAGES OF TEAM DEVELOPMENT: PERFORMING
An era of high performance. Performing teams are identified by
high levels if independence, motivation, knowledge and competence.
Decision making is collaborative and dissent is expected and encouraged as there will be a high level of respect in the communication between team members.
SUCCESS LEAVES CLUES
WHAT SAPS YOUR TEAM ENERGY?WHAT ZAPS YOUR TEAM ENERGY?
Do you have a common mission? Does everyone understand it? Are people passionate? Are the messages sent to clients consistent?
HOW TO ZAP YOUR TEAM
STEP ONE: Maintain or enhance self-esteem STEP TWO: Listen and Respond with
empathy STEP THREE: Ask for help and encourage
involvement STEP FOUR: Offer help without removing
responsibility for action STEP FIVE: Share responsibility vs. Control
responsibility
TEAMS WORK!
TogetherEveryoneAchievesMORE!
