1 Christine Tebbutt Director, Catalyst (HR) Ltd

The colleague never around when you need them The manager obsessed by information and data The MD always coming up with new ideas The assistant who just seems obstructive The person who never makes a decision The colleague who constantly passes the buck The department that ties you up in red tape The person in your team you just don’t know how to manage 2

Bosses who are inconsistent and keep moving the goal posts Uncooperative colleagues who we depend on Subordinates who aren’t quality conscious 3

Boss might be inconsistent because we keep interrupting him/her at odd times with queries Colleagues might be uncooperative because we failed to consult them about some essential service we require Subordinates might not do things to the required standard because we haven’t communicated our standards 4

Problem people give us people problems Difference between the behaviour you’ve got now and the behaviour you want What people say and do (or don’t do!) creates the people problems Behaviour breeds behaviour Through your behaviour you may unintentionally trigger a behaviour pattern in someone else. 5

Waste of time, and money. People grumble, gripe and speculate instead of being productive Creates unnecessary stress. People upset themselves about people problems, leading to negative feelings Can result in bad temper, absenteeism, low morale, staff attrition Distorts decisions. Organisational structures and working practices designed to accommodate, appease or marginalise problem people. 6

People problems make life more interesting! People problems provide learning opportunities People problems test your people skills Managing compliant, positive and co-operative people is easy If you can manage difficult people you can manage anybody. 7

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A driver who aims to succeed and be admired for that success Take pride in their work Arrives early and leaves late Has difficulty in delegating 9

Likes to manage by the book Needs everything to be neat, organised and in its place Prefers to analyse data before making a decision Avoids making errors Arrives and leaves on time Delegates with detailed descriptions 10

Creative and enjoys taking risks Rarely constrained by the limitations of reality! Driving force of a team, department or organisation Dislikes data When delegating they expect the other person to understand their requirements with the minimum of explanation 11

Focuses on communication and facilitation Encourages participation, consensus and teambuilding Gathers input from others Eyes and ears of the organisation Good at delegating as long as they believe the recipient understands and buys in to their expectations 12

13 ProducerAdministratorEntrepreneurIntegrator ProducerAppreciatesCriticises for lack of attention to detail Regards as usefulAccepts as long as they don’t create conflict AdministratorDisrespects and feels blocked by them Likes and understands Regards as boring, uncreative and obstructive Accepts as long as they don’t create conflict EntrepreneurThinks they are crazy and create too much work Regards them as an unguided missile and dangerous Will not tolerate another ‘king in the castle’ Plays up to if they are the boss IntegratorIgnoresSuspicious ofLikesSuspicious of their power