Presentation is loading. Please wait.

Presentation is loading. Please wait.

©Telephone Doctor, Inc. |www.telephonedoctor.com.

Similar presentations


Presentation on theme: "©Telephone Doctor, Inc. |www.telephonedoctor.com."— Presentation transcript:

1 ©Telephone Doctor, Inc. |www.telephonedoctor.com

2 You’re asked to compromise your ethics Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

3 ©Telephone Doctor, Inc. | You’re asked to compromise your ethics Consider this when What phrases can you use in this kind of situation? How can you say “no” to an unethical suggestion?

4 ©Telephone Doctor, Inc. | Buy thinking time Have a few phrases at your disposal Think If a jury saw this – If a person I respect saw this – If I saw someone else do this – Be prepared to say “no” You’re asked to compromise your ethics What to say when

5 ©Telephone Doctor, Inc. | A co-worker is negative Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

6 ©Telephone Doctor, Inc. | A co-worker is negative Consider this when Have you ever “gone along” with negative comments even though you didn’t share the negative opinion?

7 ©Telephone Doctor, Inc. | A co-worker is negative What to say when Isolate it By showing that you don’t share the negative attitude. Remove the “reward” for negativity

8 ©Telephone Doctor, Inc. | You have a personality clash with a co-worker Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

9 ©Telephone Doctor, Inc. | You have a personality clash with a co-worker Consider this when Identify a person you don’t like. Does this person have friends? Why is this? What kind of approach from someone you don’t like might win you over?

10 ©Telephone Doctor, Inc. | What to say when Set aside your dislike of the person Take the responsibility on yourself Take the initiative. Admit that you are at least partially at fault. You have a personality clash with a co-worker

11 ©Telephone Doctor, Inc. | Someone resists change Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

12 ©Telephone Doctor, Inc. | Someone resists change Consider this when Do you know someone who dislikes all change? Think of a change that you don’t like. What is it about the change that you don’t like?

13 ©Telephone Doctor, Inc. | What to say when Someone resists change Find out what is going on in their head by asking questions. Either they have a valid argument against it or they don’t understand it. Change must be fair and clear.

14 ©Telephone Doctor, Inc. | Someone disagrees with you Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

15 ©Telephone Doctor, Inc. | Someone disagrees with you Consider this when Have you ever disagreed with someone knowing full well that the other person was right? When have you most feared someone questioning your point of view?

16 ©Telephone Doctor, Inc. | What to say when Someone disagrees with you Ask the other person to explain his or her point of view Ask questions until you understand their point of view. Be open to the possibility that they may be partially or wholly right. Disagreement is an opportunity

17 ©Telephone Doctor, Inc. | Your boss doesn’t notice your contributions Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

18 ©Telephone Doctor, Inc. | Your boss doesn’t notice your contributions Consider this when Have you ever worked hard on something only to find out that the boss does not care about that but does care about something else you have not done? When was the last time you had a serious discussion with your boss about priorities?

19 ©Telephone Doctor, Inc. | What to say when Your boss doesn’t notice your contributions Ask the boss if you are working in the way he or she expects Make sure that you are both working with the same priorities.

20 ©Telephone Doctor, Inc. | It’s someone else’s fault Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

21 ©Telephone Doctor, Inc. | It’s someone else’s fault Consider this when Have you ever gotten the blame for something that wasn’t your fault? Were you successful in getting the blame transferred to the rightful owner? Have you ever felt upset over a perceived injustice at work? Has this benefited you or made you feel better?

22 ©Telephone Doctor, Inc. | What to say when It’s someone else’s fault Don’t waste time and effort on shifting the blame It doesn’t solve anything. It makes you feel badly. Forget it, move on and focus on fixing the problem. People rarely remember who caused a problem but they definitely remember who fixed it.

23 ©Telephone Doctor, Inc. | You want to offer praise Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

24 ©Telephone Doctor, Inc. | You want to offer praise Consider this when When has receiving praise made you feel good? When has it not? What is the point of praise? Why do we need it? What’s in it for us?

25 ©Telephone Doctor, Inc. | What to say when You want to offer praise Give praise to reinforce, reward and encourage desirable behavior. Give praise promptly. Be precise.

26 ©Telephone Doctor, Inc. | You see an opportunity to do things better Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

27 ©Telephone Doctor, Inc. | You see an opportunity to do things better Consider this when Have you ever had an idea rejected? How did you present the idea?

28 ©Telephone Doctor, Inc. | What to say when You see an opportunity to do things better Make an appointment to discuss the new idea. Prepare your idea carefully. Ask for a slow decision. Give the boss time to think. Treat objection as an opportunity to refine and improve the idea.

29 ©Telephone Doctor, Inc. | Someone criticizes you Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

30 ©Telephone Doctor, Inc. | Someone criticizes you Consider this when What can you say when criticized that will defuse a potentially emotional situation? What questions could you use to clarify another person’s criticism?

31 ©Telephone Doctor, Inc. | What to say when Someone criticizes you Treat criticism as an opportunity. Get emotion out of the way. Discuss criticism. Ask questions until you understand the other person’s point of view.

32 ©Telephone Doctor, Inc. | A team member is uncooperative Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

33 ©Telephone Doctor, Inc. | A team member is uncooperative Consider this when Who in your past have you regarded as uncooperative? What exactly made you think this about them? How can you indicate to another person that you consider them to be uncooperative without causing an argument?

34 ©Telephone Doctor, Inc. | What to say when A team member is uncooperative Clarify what you actually mean when you say that they are uncooperative. Explain how it looks to you. Listen to what the other person has to say in return.

35 ©Telephone Doctor, Inc. | You need help with your work Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

36 ©Telephone Doctor, Inc. | You need help with your work Consider this when Have you ever been interrupted by someone asking for help at an inconvenient time? How did you respond?

37 ©Telephone Doctor, Inc. | What to say when You need help with your work Ask yourself whether you really need help. Might the internet, a help screen or a procedure manual help? Choose your time carefully. Choose a time that will disrupt their work as little as possible. Help is a two-way street. Be willing to give help.

38 ©Telephone Doctor, Inc. | You need to break a commitment Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

39 ©Telephone Doctor, Inc. | You need to break a commitment Consider this when Has someone senior to yourself ever asked you to do something that caused you to break a commitment? Did you break the commitment? Did you talk to your senior about it?

40 ©Telephone Doctor, Inc. | What to say when You need to break a commitment Break a commitment in a way that shows that: You are sorry. You understand the effect that this has. You are willing to put in extra effort to repair the damage.

41 ©Telephone Doctor, Inc. | Someone breaks a commitment Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

42 ©Telephone Doctor, Inc. | Someone breaks a commitment Consider this when Has a co-worker ever broken a commitment to you? What effect did it have on your work?

43 ©Telephone Doctor, Inc. | What to say when Someone breaks a commitment Explain courteously and assertively, that the individual has had an adverse effect on you. Chances are they will not break future commitments.

44 ©Telephone Doctor, Inc. | You need to persuade a colleague to do something differently Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

45 ©Telephone Doctor, Inc. | You need to persuade a colleague to do something differently Consider this when Have you ever failed to persuade someone to do something? Why didn’t you succeed? What phrases could you use to persuade a person who has reacted with hostility to at least listen to what you have to say?

46 ©Telephone Doctor, Inc. | What to say when You need to persuade a colleague to do something differently There are three elements of successful persuasion: Desirability – show the other person why doing what you suggest is desirable. Self-interest – show them why they might be better off as a result. Appreciation – express your gratitude.

47 ©Telephone Doctor, Inc. | You’re asked to host a meeting Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

48 ©Telephone Doctor, Inc. | You’re asked to host a meeting Consider this when What do you fear most about being asked to host a meeting? What are some typical meeting outcomes?

49 ©Telephone Doctor, Inc. | You’re asked to host a meeting What to say when Don’t talk too much. Prepare a series of questions that will involve participants. Define the outcome you desire for your meeting. Ask yourself what is the one thing you want the participants to take away from the meeting then focus your questions towards that end.

50 ©Telephone Doctor, Inc. | A co-worker is too social Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

51 ©Telephone Doctor, Inc. | A co-worker is too social Consider this when What is an acceptable level of social chat and when does it become too much? What can you say to tell a co-worker in a friendly way that you are not ready to talk right now?

52 ©Telephone Doctor, Inc. | A co-worker is too social What to say when Begin with a friendly request to defer the conversation until a more suitable time. Make it sound like you have the problem. Explain that you are simply not able to talk and work at the same time. Talk to your boss.

53 ©Telephone Doctor, Inc. | There’s a new team member Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

54 ©Telephone Doctor, Inc. | There’s a new team member Consider this when Do you remember your first day at work in your organization? Was there anything complex or confusing? How would you explain a process or activity to a new team member?

55 ©Telephone Doctor, Inc. | What to say when Do not make negative comments. Talk with them not at them. There’s a new team member Stick to the correct methods and procedures for doing things.

56 ©Telephone Doctor, Inc. | The boss keeps changing priorities Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

57 ©Telephone Doctor, Inc. | The boss keeps changing priorities Consider this when Have you ever felt busy but when you have written down the things you actually have to do, there really aren’t that many? What phrases can you use to advise the boss that there is a problem in completing all the tasks required in the time allotted?

58 ©Telephone Doctor, Inc. | What to say when The boss keeps changing priorities Keep a “to-do” list. Change your mindset by using the phrase, “The Day Starts Here.” Do not feel that you have to do the tasks in the order in which they were given to you or in the order in which you have written them down. Discuss priorities with the boss.

59 ©Telephone Doctor, Inc. | A co-worker has an embarrassing problem Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

60 ©Telephone Doctor, Inc. | A co-worker has an embarrassing problem Consider this when Can you imagine an embarrassing problem a co-worker might have? What could you say to them without being offensive? How would you respond if a person flatly refused to discuss a problem?

61 ©Telephone Doctor, Inc. | What to say when A co-worker has an embarrassing problem Do not make accusations. Focus on the effect that the behavior is having on you. If the co-worker refuses to address the problem talk with your manager.

62 ©Telephone Doctor, Inc. | You are new on the job Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

63 ©Telephone Doctor, Inc. | You are new on the job Consider this when Do you remember your first few days on a new job? Did you understand everything? Did you make any mistakes?

64 ©Telephone Doctor, Inc. | What to say when You are new on the job There are only four things you need to know to do a job: What is to be done? How is it to be done? When is it to be done by? What resources can be used?

65 ©Telephone Doctor, Inc. | You are haunted by the ghost of a predecessor Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

66 ©Telephone Doctor, Inc. | You are haunted by the ghost of a predecessor Consider this when Have you had the experience of making a change, only to find later that your predecessor had good reasons for doing things a different way? Have you made successful changes to your predecessor’s way of doing things? What kind of resistance did you encounter?

67 ©Telephone Doctor, Inc. | What to say when You are haunted by the ghost of a predecessor Always respect your predecessor. Find out why he or she did things in a particular way. Don’t be afraid to make changes. Be sure your changes are from a position of knowledge. Expect resistance from time to time. Take responsibility for the change.

68 ©Telephone Doctor, Inc. | There’s a conflict between team members Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

69 ©Telephone Doctor, Inc. | There’s a conflict between team members Consider this when What effect has past work conflicts had on the individuals, the manger or the team? How have you tried to deal with conflict? What phrases or questions would be effective when handling a situation in which parties in a conflict keep coming around to personal attacks and finger-pointing?

70 ©Telephone Doctor, Inc. | What to say when There’s a conflict between team members Don’t take sides. You need to take the emotion out of the situation. Turn the attention and energy away from the conflict and towards problem solving. Split the conversation into two parts: how to resolve the immediate problem and how to prevent it in the future.

71 ©Telephone Doctor, Inc. | People are wasting time online Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

72 ©Telephone Doctor, Inc. | People are wasting time online Consider this when What have you done to prevent wasted time online? Who tends to waste time online – hard working, highly productive members or less productive, less valued members? Is the individual who wastes time online motivated to achieve their work objectives?

73 ©Telephone Doctor, Inc. | What to say when People are wasting time online Consider why people are wasting time online. Either they don’t have enough to do or they are not sufficiently committed to doing it. Ask the individual about their priorities. Set clear objectives and timetables.

74 ©Telephone Doctor, Inc. | You need to criticize a team member’s work Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

75 ©Telephone Doctor, Inc. | You need to criticize a team member’s work Consider this when What effect has past attempts at criticizing an employee’s work had ? Describe a “problem” employee’s performance in vague, general terms. Now how can you tighten this up into a few specific examples? What phrases would be useful in conducting a calm, non-emotional discussion about a person’s performance?

76 ©Telephone Doctor, Inc. | What to say when You need to criticize a team member’s work Focus on the actual performance problem and not on the individual. Always criticize privately. The words you use are crucial. Say “This is how it seems to me.” When someone does bad at work: Don’t make it personal Prepare your facts Get agreement on the problem State the performance you want to see Be clear about what will happen if you don’t see it

77 ©Telephone Doctor, Inc. | You need to set objectives Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

78 ©Telephone Doctor, Inc. | You need to set objectives Consider this when What needs to be in place if someone is to achieve their objectives? How would you take your corporate or team objectives and put them in context for a team member?

79 ©Telephone Doctor, Inc. | What to say when You need to set objectives Use SMART objectives: S pecific – you can say exactly what it is M easurable – there is an outcome that you can measure or observe. A chievable – it is possible for them to achieve it R elevant – it needs to contribute to the overall shared goals T ime bounded – it can be achieved in a given time period

80 ©Telephone Doctor, Inc. | You need to conduct interviews or appraisals Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

81 ©Telephone Doctor, Inc. | You need to conduct interviews or appraisals Consider this when How can you overcome a candidate talking about what their team or organization achieved rather than what they did in person? What questions would be effective in discovering whether a candidate displays desired behaviors? What in-depth probing questions will ascertain precisely what a candidate did?

82 ©Telephone Doctor, Inc. | What to say when You need to conduct interviews or appraisals Use the Power of You. Don’t accept “we.” Always bring it back to “you.” Be clear about what you are looking for. Decide what behaviors you need in your role. Then ask questions until you understand exactly what the candidate did and how it is relevant to what your are looking for.

83 ©Telephone Doctor, Inc. | A team member is late Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

84 ©Telephone Doctor, Inc. | A team member is late Consider this when What non-threatening comments can be used to let someone who is late know that you noticed? What might you say to someone who continues to be late after you let them know that you have noticed?

85 ©Telephone Doctor, Inc. | What to say when A team member is late If someone continues to be late after you’ve let them know that you noticed, you must take action. Be sensitive to the fact that the person may have an unavoidable reason for being late. Say something the very first time it happens. Let them know that you noticed.

86 ©Telephone Doctor, Inc. | Someone is not doing what you need Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

87 ©Telephone Doctor, Inc. | Someone is not doing what you need Consider this when How might you begin a discussion about poor performance? What might you say to set the tone for the discussion? How would you clarify things in a situation where someone admits not knowing what he or she was supposed to do?

88 ©Telephone Doctor, Inc. | What to say when Someone is not doing what you need Find out which it is and deal with it. Say “What I expected to see was X” and “What I am actually seeing is Y.” There are four possibilities as to why someone is not doing what you need: They can’t do it They won’t do it They don’t know they should do it They don’t know they are not doing it

89 ©Telephone Doctor, Inc. | Generations clash Has this happened to you?  What happened?  How did you feel?  How did you respond?  How do you wish you had responded?

90 ©Telephone Doctor, Inc. | Generations clash Consider this when Has different working styles caused friction between younger and more established workers? What are the different working styles that are displayed by different generations? What approach have you already tried to solve this problem? How well did it work?

91 ©Telephone Doctor, Inc. | What to say when Generations clash You need to find a way to harness the capabilities of all generations. Focus on what people can achieve rather than their different working styles. Involve all generations in a shared vision of where you want to get to.


Download ppt "©Telephone Doctor, Inc. |www.telephonedoctor.com."

Similar presentations


Ads by Google