1. Handling Difficult People Chapter 12 Bailey & Burch (2010) Victoria Hynes Caldwell College

2. Overview Sources of Information What is a difficult person? Types of Difficult People Dealing with... What if it’s you? You Can’t Win ‘Em All Summary Further Reading Questions References

3. Sources of Information Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge. Google Images Izquotes.com

4. What is a Difficult Person?

5. Someone who slows down or derails our attempt to effectively implement out behavior-change agenda. Characteristics may include (Bailey & Burch, 2010) Opposes new ideas Resists feedback Misrepresents who really did the work Does not comply with deadlines Lies Argues about everything

6. Approaching Difficult People This varies depending on: The nature of the work relationship Where the person is on the organizational chart (Bailey & Burch, 2010)

7. Types of Difficult People Types of Difficult People Found at ALL levels. (Bailey & Burch, 2010) Volunteer or Mediator Direct Report Upper Management Colleague or Peer You?

8. Dealing with Volunteers or Mediators Teachers, paras, bus drivers, counselors, cafeteria workers Goal o To get these people involved Ask yourself… o Are they getting enough reinforcement? o Have they been properly trained? o Does helping you mean they have to do their job in addition to what you need them to do? (Bailey & Burch, 2010) Nonbehavioral people who you recruit to assist you with behavioral programming

9. As the behavioral consultant you must: 1.“Qualify” them and determine they are capable of doing this 2.Motivate them! 3.Monitor their performance 4.Provide Feedback Dealing with Volunteers or Mediators The best solution is to anticipate the problems and have regular check-ins with the volunteers or mediators to make sure they are still on board and committed to the behavioral program.

10. Dealing with Direct Reports Employees, behavior therapists Goal o To get these people to perform up to the standard you set for them o They will likely do this if they know what is expected of them Look for o S Ds, EOs, Reinforcers (Bailey & Burch, 2010) People who report to you and have their performance evaluation done by you The best solution is a shaping/fading program with a fairly dense schedule of reinforcement

11. Dealing with Colleagues and Peers Tips o Use good behavioral skills o Keep your boss in the loop o Establish task guidelines and put them in writing o Hold regular, short meetings to monitor progress o Have a witness (if necessary) (Bailey & Burch, 2010) Your primary consideration should be to protect yourself from harm by association with people who are negative, argumentative, burned out, overly dramatic, or two-faced.

12. Dealing with Upper Management Presidents, Vice Presidents, CEOs Tips o Set up a meeting Explain your position in a calm, professional manner Ask Is there anything I can do to make it better? Ask for feedback Sometimes it is just not a good match and... (Bailey & Burch, 2010) People who supervise you and do your performance evaluations

13. … take a hint from Kenny Rogers

14. Are YOU the Difficult Person? If you always encounter others who: o Consistently resist your ideas o Argue about your strategies o Try to diminish your impact on a work group Ask a trusted colleague who will tell you the truth (Bailey & Burch, 2010)

15. Are YOU the Difficult Person? (Bailey & Burch, 2010)

16. You Can’t Win ‘Em All (Bailey & Burch, 2010) Sometimes people are against you no matter what… Be true to yourself and your professional ethics and know when to listen to Kenny

17. Summary 1.Don’t get emotional! 2.Focus on the behavior rather than the personality of the individual. 3.Read our book. (Bailey & Burch, 2010) Most difficult behavior is modifiable through shaping.

18. Questions

19. Further Reading

20. References Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge.