Presentation on theme: "New Solutions to Repetitive Old Problems … ‘Dealing With Difficult People’ Fourth Annual University of Leeds Learning & Teaching Conference Ian Lawrence."— Presentation transcript:
1New Solutions to Repetitive Old Problems … ‘Dealing With Difficult People’ Fourth Annual University of Leeds Learning & Teaching ConferenceIan LawrenceSenior Lecturer in Sports StudiesFaculty of Health and Life Sciences
3Who Are ‘Difficult People’? Look in the mirror!Family issues at Xmas?Who did you fall-out with?Why? Give me 5 typical reasons!What would make you behave 100% of the time?Most problems are with our managers/supervisors … but aren’t we all managers at some level?Poor management causes large scale employee dissatisfactionResearch: How long you stay and what you contribute depends on the relationship with your immediate supervisor or manager
4Applications of Football Management Research Why?Media attention intensifies the problems and accelerates themHigh profile managers are the best practitioners … demonstrated by their resultsIn business they are difficult to identify … lost in the fog of bureaucracy and corporate politicsLack of openness/visibility damages management performance … meritocracy suffers(Rothenburg, 2001)Access to key personnel difficult … need to establish trust … bung scandalAutobiographies, biographies, personal interviews, media reports
6Evidence from Professional Football Management? Conflict often naked and highly visible
7What do we want from our managers? IntegrityPassion …"There are those who say maybe I should forget about football. Maybe I should forget about breathing."Gerard HoullierAbility to relaxAnalytical skillsHunger to learnAttention to detailAbility to get things doneSelf-beliefEnthusiasmRuthlessnessPresenceLuck?
8“Some people believe football is a matter of life and death, I am very disappointed with that attitude. I can assure you it is much, much more important than that”Bill Shankly
9There is a good buzz and feeling of energy in my organisation I believe leaders in my organisation are genuinely in touch with how people are feeling62% DISAGREEThere is a good buzz and feeling of energy in my organisation50% DISAGREEWe work hard but senior management also make sure that we have fun54% DISAGREEOne-third of followers admit that they have never worked for an Inspirational Leader!50% of city workers in London expect to stay only 1 more yr in their job20% plan to move within 2 yrsInstitute of Management Survey found that 43% of Britain's senior managers said that their loyalty is to their own careers and not their employersSource: Chartered Management Institute
10‘ABC’ of Behaviour Modification for Inspirational Leaders A – ANTECEDENTS events that prompt, precede or trigger behaviourB – BEHAVIOUR the specific actions of an individualC – CONSEQUENCES subsequent events that make the behaviour more or less likely to occurThe model is powerful in that it offers thepossibility of altering behaviour by changing either antecedent or consequence ...Prevention better than the cure
11A cycle of classroom management Bill Rogers (1998) produced this framework of key principles for successful classroom managementPrevention(of disruptive behaviour)Encouragement(of positive behaviour – correcting as necessary)Repair and rebuild(the relationship following correction)Consequences(for unacceptable behaviour – certainty rather than severity)Exercise:Work in four groups, each group taking one of the areas of the cycle above.Each group will develop strategies for their area of the cycle.
12Prevention Teach and establish rights, rules and responsibilities. Have a major focus on positive relationships and self-esteem.Build rituals and routines for starting and ending lessons and for gaining attention.Consider learner states and styles – play to their strengths – differentiate.Develop scanning – intervene early and quietly.
13Encouragement Create a relaxed, peaceful environment. Have high expectations of all learners.Achieve a 6:1 ratio of encouragement : correctionUse verbal and non-verbal encouragement.Give clear instructions, positive feedback and set realistic targets.Frequently ask yourself: “Why would learners want to return to my class?”
14Consequences Discuss when establishing ground rules Should be fair, reasonable and related to appropriate behaviourEmphasise they are in direct response to learner’s choiceCertainty rather than severityOffer some negotiation and opportunity to make restitution where appropriate
15Repair and rebuildCorrection can erode relationships and damage self-esteem.It’s our job to develop and manage positive working relationships.A simple acknowledgement of improved behaviour is often enough.A friendly and courteous word as learners leave goes a long way.
16Inspirational Leadership in Football Management What defines an inspirational leader?Personal ‘make-up’Novel outlook‘Turn-on’ capabilityN.B. They communicate effectively
17Communication British people tend to talk around issues! You need to be succinct and politeUnambiguous“so many managers need 20 minutes to get their point over, Arsene will do it in 10 words, so succinct and so simple”“If you're in the penalty area and don't know what to do with the ball, put it in the net and we'll discuss the options later.” Bob PaisleyEriksson lesson?Quiet authority can later be interpreted as devious prevarication!
18Ground rules for life : practice what you preach to your children SharePlay fairDon’t hitRemember to flushHold hands in trafficTidy up after your own messPut things back where you found themDon’t take things that aren’t yoursSay sorry when you hurt someone
20Sample of ReferencesBolchover, D. & Brady, C. (2006) The 90-Minute Manager. Prentice Hall.Bramson, R.M. (1981) Coping with Difficult People. Ballantine BooksBuckingham, M. & Coffman, C. (1999) First, Break all the rules. Simon & Schuster.Carter, N. (2006) The Football Manager: A History. Routledge.Capelli, P. (2000) ‘A market driven approach towards retaining talent’, Harvard Business Review, Jan/Feb.Crust, L. & Lawrence, I. (2006) A Review of Leadership in Sport: Implications for Football Management. Athletic Insight: The Online Journal of Sport Psychology. Dec, Vol 8 (4).Hopcraft, A. (1971) The Football Man: People and Passions in Soccer. Penguin.Rothenburg, R. (2001) ‘Arie de Geus: the thought leader interview’. Strategy and Business, No.2.Szymanski, S. & Kuypers, T. (1999) Winners and Losers: The Business Strategy of Football. Viking.Wagg, S. (1984) The Football World: A Contemporary Social History. Brighton: Harvester.