Donald H. Weiss - Why Didnt I Say That?! : What to Say and How to Say It
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Why Didnt I Say That?! : What to Say and How to Say It
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Provides managers with real-life situations, sample dialogues and practical tips on how to say the right thing to employees at just the right time. The scripts cover performance appraisals, coaching shy employees, dealing with hostile employees, taking corrective action and many other tough situations on the job.
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Why Didn't I Say That?! : What to Say and How to Say It in Tough Situations On the Job
author
:
Weiss, Donald H.
publisher
:
AMACOM Books
isbn10 | asin
:
0814479375
print isbn13
:
9780814479377
ebook isbn13
:
9780585022895
language
:
English
subject
Communication in personnel management, Interpersonal communication.
publication date
:
1994
lcc
:
HF5549.5.C6W448 1994eb
ddc
:
650.13
subject
:
Communication in personnel management, Interpersonal communication.
Why Didn't I Say That?!
What to Say And How to Say It in Tough Situations on the Job
Donald H. Weiss
amacom American Management Association New York * Atlanta * Boston * Chicago * Kansas City * San Francisco * Washington, D.C. Brussels * Mexico City * Tokyo * Toronto
Page 20
You: The quality of your reports is excellent, but there's a matter of timeliness. I've received complaints that you've missed several deadlines recently. Are you aware of that?
Fred: I missed a few by a day or two. No big deal.
You[mirroring]: It seems that you feel put upon by this.
Fred: I just don't understand what all the fuss is about.
You: You know how important the deadlines are to our customers, and therefore how important they are to our department. When you miss them, it reflects badly on your performance, and I'd hate to see your reviews lowered by this.
Fred: I sent them memos about the delays.
You: According to these two memos, you missed the deadlines for the systems department twice in the last two weeks, both by two days. And last week, you missed the billing department's by three days. Is that right?
Fred: Yeah, I suppose so. I gave them notice that the reports would be late. They should've prepared better for that.
You[paraphrasing]: Then you're saying that giving them notice that the reports would be late should be sufficient for satisfying their needs?
Fred: Why not?
You: Over the past two years you've held this position, you've never missed a deadline before. What's been happening?
Fred: I don't see what the big deal is.
You: If you miss deadlines, what happens down the line? [Fred shrugs.] C'mon, Fred. You know very well what happens.
Fred: All right. They miss their deadlines. But they don't have to. They can make up the time.
You: How?
Fred: Once they get their reports, they can make up the time.
You: Through extra work? You wouldn't like it if that happened to you, would you?
Fred: I guess not.
You: Fred, it's a problem for all of us, including you, but you don't seem willing to even discuss this with me. I'd like your help, first
Page 21
to identify the problem and then to solve it. It's to your benefit to work with me on it.
Fred: You're right. Look. I think I have too many projects on my plate. Check out that production board. I haven't a chance to breathe.
You[paraphrasing]: You think you have too many projects assigned to you?
Fred: Yes.
You: Do you think we should review the work distribution in the department?
Fred: That's a good starting place. Look, if you-you're letting my two co-workers off the hook and piling too much work on me.
You[paraphrasing and mirroring]: If I understand you, you think I'm favoring the other two people in the department at your expense and that makes you angry.
Fred: That's exactly what you're doing. And yes, it's making me damn angry!
You: If you think I'm favoring other people, I think we'd better talk about it.
I see your production board is loaded up, but I also see that everyone is equally loaded. The real issue, as I see it, is whether you can meet your deadlines, given the workload, and if not, what we can do about it.
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