 | | | | by Adam Arroyos | Web Video
DVD
|
| | This is part one in a five part series about building a mentor-ship program that will help your organization successfully acclimate and acculturate new employees into your organization. This segment will help you develop your foundation in becoming an effective mentor and will give you the tools you need for the remaining four segments. After viewing this presentation you will better understand the value and better appreciate the need for mentoring.
Time: 28:37
Sources:
Battley, S. Coached to Lead: How to Achieve Extraordinary Results with an Executive Coach.
Brown, V.R. & Reid, J.B. (2006). The Phoenix Principles: Leveraging Inclusion to Transform Your Company.
Harvard Business Essentials: Coaching and Mentoring-How to Develop top Talent and Achieve Stronger Performance. | |
 | | | | by Arthur Matthews | Web Video
DVD
|
| | This is part two in a five part series about building a mentorship program that will help your organization successfully acclimate and acculturate new employees into your organization. This segment will define and explore the roles and expectations for both mentor and mentee. This segment ends with a discussion on understanding and embracing our differences, and how that can contribute to a stronger, more inclusive and engaged work force.
Time: 25:38
Sources:
Battley, S. Coached to Lead: How to Achieve Extraordinary Results with an Executive Coach.
Brown, V.R. & Reid, J.B. (2006). The Phoenix Principles: Leveraging Inclusion to Transform Your Company.
Harvard Business Essentials: Coaching and Mentoring-How to Develop top Talent and Achieve Stronger Performance. | |
| | | | by Adam Arroyos | Web Video
DVD
|
| | This is part three in a five part series about building a mentorship program that will help your organization successfully acclimate and acculturate new employees into your organization. Everyday we communicate both verbally and non-verbally. Sometimes the non-verbals speak louder than the words that come out of our mouths. Microinequities are the small non-verbals that we are unaware of that could be communicating exactly what we don't intend. This discussion will help you to become aware of the things that you don't say that could be speaking volumes.
Time: 25:35 | |
| | | | by Adam Arroyos | Web Video
DVD
|
| | This is part four in a five part series about building a mentor-ship program that will help your organization successfully acclimate and acculturate new employees into your organization. Coaching others may seem like a daunting task. It is unless you have a strategy. This video will give you exactly that, a strategy, a simple one at that. Adam Arroyos will take you through a five-step method that will help you become a successful coach or mentor.
Time: 10:45
Sources:
Battley, S. Coached to Lead: How to Achieve Extraordinary Results with an Executive Coach.
Brown, V.R. & Reid, J.B. (2006). The Phoenix Principles: Leveraging Inclusion to Transform Your Company.
Harvard Business Essentials: Coaching and Mentoring-How to Develop top Talent and Achieve Stronger Performance. | |
| | | | by Adam Arroyos | Web Video
DVD
|
| | This is part five in a five part series about building a mentor-ship program that will help your organization successfully acclimate and acculturate new employees into your organization. This is where the rubber hits the road. Prepare to get down and dirty with the details of exactly how to mentor. You will learn about your "Influence of Inspiration", its value to you, the characteristics of an effective mentor and how to give effective feedback to your mentee.
Time: 32:12
Sources:
Battley, S. Coached to Lead: How to Achieve Extraordinary Results with an Executive Coach.
Brown, V.R. & Reid, J.B. (2006). The Phoenix Principles: Leveraging Inclusion to Transform Your Company.
Harvard Business Essentials: Coaching and Mentoring-How to Develop top Talent and Achieve Stronger Performance. | |
 | | | | by Randy Ransleben | Web Video
|
| | Management is a balancing act between hitting the goals put forth by your organization and keeping the people on your team happy, fulfilled and productive. At times, the needs of one side of this equation seem to be at odds with the other. Randy Ransleben will help you get a handle on managing in today's work environment. This video will help you to become a better, more rounded manager and leader in your company.
Time: 26:37
Randy Ransleben is with Ransleben Consulting Services of Houston, Texas and has been coaching business through change. For more information about Randy or to get in contact with him, go to his website www.leadershipandchange.com. | |
 | | | | by Cary Jehl Broussard | Article
|
| | | The best Chief Executive Officers I’ve worked for are those who personally shared their vision informally and formally with ALL their constituencies, and did not overlook their most important audience, their employees. And by sharing their vision, I don’t mean just through a press release or email…. CEOs who personally invited and encouraged employees to think like a CEO at all levels. | |
 | | | | | | Lead people, manage process. This article from Corpus Optima explains the power of this simple phrase. | |
 | | | | by Joshua Freedman | Web Video
|
| | In this first part of his seven part series, Joshua Freedman Emotional Intelligence (EQ) Expert, sets the groundwork for this day-long Emotional Intelligence Training Seminar.
Emotional Intelligence is a skill that is proven to be present in the world's most effective leaders. Emotional Intelligence helps a leader to better understand what makes his team tick. It helps a team make better decisions and become more effective.
Attention Team Leaders
Take this training course on your next team building retreat. Joshua Freedman's The EQ Leader: Emotional Intelligence at the Heart of Performance is top-notch training that will help you and your team to move to the next level.
Other videos in this series: - The EQ Leader Part 2: The Business Case for Emotional Intelligence
- The EQ Leader Part 3: Defining and Understanding Emotional Intelligence
- The EQ Leader Part 4: Video Camera Exercise
- The EQ Leader Part 5: Emotional Literacy - The Rules of Emotion
- The EQ Leader Part 6: Choose Yourself
- The EQ Leader Part 7: Give Yourself
Time: 27:00
| |
| | | | by Joshua Freedman | Web Video
|
| | In this second part of his seven part series, Joshua Freedman Emotional Intelligence (EQ) Expert, explains the business case for Emotional Intelligence, and how it will help your team break through to higher performance.
Emotional Intelligence is a skill that is proven to be present in the world's most effective leaders. Emotional Intelligence helps a leader to better understand what makes his team tick. It helps a team make better decisions and become more effective.
Attention Team Leaders
Take this training course on your next team building retreat. Joshua Freedman's The EQ Leader: Emotional Intelligence at the Heart of Performance is top-notch training that will help you and your team to move to the next level.
Other videos in this series: - The EQ Leader Part 1: Using Emotions Effectively
- The EQ Leader Part 3: Defining and Understanding Emotional Intelligence
- The EQ Leader Part 4: Video Camera Exercise
- The EQ Leader Part 5: Emotional Literacy - The Rules of Emotion
- The EQ Leader Part 6: Choose Yourself
- The EQ Leader Part 7: Give Yourself
Time: 27:45
| |
| | | | by Joshua Freedman | Web Video
|
| | In this third part of his seven part series, Joshua Freedman Emotional Intelligence (EQ) Expert, digs a little deeper to help you better understand Emotional Intelligence and why it works.
Emotional Intelligence is a skill that is proven to be present in the world's most effective leaders. Emotional Intelligence helps a leader to better understand what makes his team tick. It helps a team make better decisions and become more effective.
Attention Team Leaders
Take this training course on your next team building retreat. Joshua Freedman's The EQ Leader: Emotional Intelligence at the Heart of Performance is top-notch training that will help you and your team to move to the next level. Other videos in this series:
- The EQ Leader Part 1: Using Emotions Effectively
- The EQ Leader Part 3: Defining and Understanding Emotional Intelligence
- The EQ Leader Part 4: Video Camera Exercise
- The EQ Leader Part 5: Emotional Literacy - The Rules of Emotion
- The EQ Leader Part 6: Choose Yourself
- The EQ Leader Part 7: Give Yourself
Time: 50:35
| |
| | | | by Joshua Freedman | Web Video
|
| | In this fourth part of his seven part series, Joshua Freedman Emotional Intelligence (EQ) Expert, begins the process of making the theories of Emotional Intelligence applicable. The Video Camera Exercise can help you look back at a situation and analyze it. It helps you to find better ways to handle problems and communicate more effectively with your team.
Emotional Intelligence is a skill that is proven to be present in the world's most effective leaders. Emotional Intelligence helps a leader to better understand what makes his team tick. It helps a team make better decisions and become more effective.
Attention Team Leaders
Take this training course on your next team building retreat. Joshua Freedman's The EQ Leader: Emotional Intelligence at the Heart of Performance is top-notch training that will help you and your team to move to the next level. Other videos in this series:
- The EQ Leader Part 1: Using Emotions Effectively
- The EQ Leader Part 3: Defining and Understanding Emotional Intelligence
- The EQ Leader Part 4: Video Camera Exercise
- The EQ Leader Part 5: Emotional Literacy - The Rules of Emotion
- The EQ Leader Part 6: Choose Yourself
- The EQ Leader Part 7: Give Yourself
Time: 9:23
| |
| | | | by Joshua Freedman | Web Video
|
| | In this fifth part of his seven part series, Joshua Freedman Emotional Intelligence (EQ) Expert, the focus is on you. Understanding yourself and why you react the way you do to situations in the workplace is the best place to start. If you don't understand yourself, you will have a very tough time understanding others.
Emotional Intelligence is a skill that is proven to be present in the world's most effective leaders. Emotional Intelligence helps a leader to better understand what makes his team tick. It helps a team make better decisions and become more effective.
Attention Team Leaders
Take this training course on your next team building retreat. Joshua Freedman's The EQ Leader: Emotional Intelligence at the Heart of Performance is top-notch training that will help you and your team to move to the next level. Other videos in this series:
- The EQ Leader Part 1: Using Emotions Effectively
- The EQ Leader Part 3: Defining and Understanding Emotional Intelligence
- The EQ Leader Part 4: Video Camera Exercise
- The EQ Leader Part 5: Emotional Literacy - The Rules of Emotion
- The EQ Leader Part 6: Choose Yourself
- The EQ Leader Part 7: Give Yourself
Time: 42:41
| |
| | | | by Joshua Freedman | Web Video
|
| | In this sixth part of his seven part series, Joshua Freedman Emotional Intelligence (EQ) Expert, will help you take what you have learned and begin to apply it in you reactions, relationships and interactions on your team.
Emotional Intelligence is a skill that is proven to be present in the world's most effective leaders. Emotional Intelligence helps a leader to better understand what makes his team tick. It helps a team make better decisions and become more effective.
Attention Team Leaders
Take this training course on your next team building retreat. Joshua Freedman's The EQ Leader: Emotional Intelligence at the Heart of Performance is top-notch training that will help you and your team to move to the next level. Other videos in this series:
- The EQ Leader Part 1: Using Emotions Effectively
- The EQ Leader Part 3: Defining and Understanding Emotional Intelligence
- The EQ Leader Part 4: Video Camera Exercise
- The EQ Leader Part 5: Emotional Literacy - The Rules of Emotion
- The EQ Leader Part 6: Choose Yourself
- The EQ Leader Part 7: Give Yourself
Time: 39:55
| |
| | | | by Joshua Freedman | Web Video
|
| | In this seventh part of his seven part series, Joshua Freedman Emotional Intelligence (EQ) Expert, brings it all together. After you finish this series you will be equipped to better handle the dynamics of your team and lead more effectively.
Emotional Intelligence is a skill that is proven to be present in the world's most effective leaders. Emotional Intelligence helps a leader to better understand what makes his team tick. It helps a team make better decisions and become more effective.
Attention Team Leaders
Take this training course on your next team building retreat. Joshua Freedman's The EQ Leader: Emotional Intelligence at the Heart of Performance is top-notch training that will help you and your team to move to the next level. Other videos in this series:
- The EQ Leader Part 1: Using Emotions Effectively
- The EQ Leader Part 3: Defining and Understanding Emotional Intelligence
- The EQ Leader Part 4: Video Camera Exercise
- The EQ Leader Part 5: Emotional Literacy - The Rules of Emotion
- The EQ Leader Part 6: Choose Yourself
- The EQ Leader Part 7: Give Yourself
Time: 43:37
| |
 | | | | | | Learn how leaders and people take a short-cut to size up someone and how it may not be accurate or beneficial. What are actions that you can take to get better assessments of people or present more views of yourself to others. | |
 | | | | by Bill Thomas | Online Book
|
| | Describes leadership strategies, techniques and processes for generating creative solutions to challenging problems, discovering new and realistic ideas and strengthening the confidence of both right-brain and left-brain people. Executives, managers, supervisors and team leaders can use these methods and principles to coach, facilitate and effectively train or educate their employees and superiors in the idea-generation, problem solving or opportunity discovery process.
Length: 14 Pages | |
 | | | | by James H. Saylor | Online Book
|
| | LEARN HOW TO USE CONSENSUS DECISION MAKING
This is a self guided basic business workbook for any team, group, and committee seeking to use consensus decision making. Specifically, using consensus decision making requires:- Communicating
- Opening team members minds to new ideas
- Nurturing ideas of all team members
- Sharing information
- Encouraging everyone's participation
- Nurturing active discussion; don't vote
- Supporting ideas that are best for everyone
- Understanding that differences are strength
- Seeking win/win solutions
This VICTORY Guide provides:- 9 reasons to use consensus decision making
- 4 critical times to use consensus for a decision
- 3 other methods for decision making
- 12 step process to reach a decision by consensus
- step-by-step worksheet to guide consensus decision making
- and much more!
Length: 12 Pages | |
| | | | by James H. Saylor | Online Book
|
| | LEARN WHAT IT TAKES TO BECOME A PROGRESSIVE LEADER
This is an introduction to being a progressive leader. Specifically, progressive leaders:Lead by exampleEstablish a common purposeAct to develop a superior organizationDrive excellenceEnhance othersReinforce progressThis VICTORY Guide provides:- definition of progressive leadership
- why progressive leadership
- 6 key elements for progressive leaders
- 6 fundamental questions leaders must ask everyday
- 7 guidelines to lead by example
- 8 considerations to develop a superior organization
- 7 actions to drive excellence
- 7 methods to enhance others
- 7 guidelines to reinforce progress
- 6 step action process to become a progressive leader
- a progressive leader assessment
- and much more!
Length: 27 Pages | |
| | | | by James H. Saylor | Online Book
|
| | LEARN THE MANAGEMENT SYSTEM TO ACHIEVE SUCCESS FOR ANY ORGANIZATION
This is an overview of the MANAGING FOR VICTORY System. The system includes practical, proven processes in a simple to understand acrostics based format to dramatically innovate your organization’s management system.
MANAGING FOR VICTORY shows you how:- Visioning creates a common focus
- Involving everyone establishes a superior organization
- Continuously improving achieves excellence
- Training, educating, coaching, facilitating, mentoring develops a learning culture
- Owning the work process fosters empowerment
- Recognizing and rewarding builds high performance
- Yearning for victory ensures success
This VICTORY Guide provides:- 3 major reasons for using MANAGING FOR VICTORY System
- 7 benefit of the SYSTEM
- 10 essential beliefs of the philosophy
- 5 critical element of the foundation
- 9 requirements of the VICTORY framework
- 8 considerations for using customers to drive VICTORY
- 5 actions to create a common focus
- 7 elements to establish a superior organization
- 5 specific methods to achieve excellence
- 5 steps to develop a learning culture
- 3 guidelines to foster empowerment
- 7 critical actions to build high performance
- 7 elements to ensure success
- 6 characteristics of progressive leaders
- and more!
Length: 108 Pages | |
| | | | by James H. Saylor | Online Book
|
| | LEARN HOW TO FOSTER OWNERSHIP OF WORK PROCESS
This is a practical guide for any organization seeking to foster ownership of work processes. This book provides leaders or managers specific guidelines to:- Organize for ownership
- Walk the walk of empowerment
- Nurture pride
This VICTORY Guide provides:- 3 key elements to foster ownership of work processes
- 7 activities to organize for ownership
- 5 reasons to organize for ownership
- 5 essentials to walk the walk of empowerment
- 5 actions to nurture pride
- 5 step to provide an excellence organizational environment
- 4 considerations to reinforce the value of individual contributions
- 6 requirements for investing in people
- 7 actions to display progress
- 6 steps to establish pride communication system
- action process to measure your commitment to work
- and more!
Length: 23 Pages | |
| | | | by James H. Saylor | Online Book
|
| | LEARN HOW TO ENSURE SUCCESS IN ANY ORGANIZATION
This is a practical guide for any organization seeking to ensure success. This book provides leaders or managers specific guidelines to:- Support change
- Use passion
- Choose to deal with difficult issues
- Create progressive thinking
- Encourage calculated risk
- Study and learn from success and failure
- Seek optimum technology
This VICTORY Guide provides:- 7 key elements to ensure success
- 6 processes to support change
- 7 essentials to use passion
- 4 steps to deal with difficult issues
- 5 activities to create progressive thinking
- 4 step process for taking calculated risk
- 4 methods to study and learn from success and failure
- 10 considerations to seek optimum technology
- 7 step action process to produce success practices
- and more!
Length: 48 Pages | |
| | | | by James H. Saylor | Online Book
|
| | LEARN HOW TO RECOGNIZE AND REWARD TO BUILD HIGH PERFORMANCE
This is a practical guide for any organization seeking to build a high performing organization using recognition and rewards. Specifically, recognizing and rewarding to build high performance includes:- Satisfy people with the organizational environment
- Act to create a recognition system
- Take time for praise
- Institutionalize celebrations
- Systematize rewards
- Foster rewards for teams
- Yield high performance
This VICTORY Guide provides:- 7 essentials for recognizing and rewarding to build high performance
- 5 keys to satisfy people with organizational environment
- 9 actions to create a recognition system
- 6 step process for giving praise
- 7 considerations to institutionalize celebrations
- 7 actions to systemize rewards
- 4 essentials to foster rewards for teams
- 5 requirements to yield high performance
- 7 step action process to optimize individual in organization
- and more!
Length: 37 Pages | |
| | | | by James H. Saylor | Online Book
|
| | LEARN HOW TO DEVELOP A LEARNING CULTURE
This is a practical guide for any organization seeking to develop a learning culture. Specifically, developing a learning culture involves:- Launch the learning organization
- Establish a learning system
- Allow self-development
- Record development activities
- Name learning achievements
This VICTORY Guide provides:- 5 processes to develop a learning culture
- 9 steps to launch the learning organization
- 6 actions to establish a learning system
- 8 essentials to allow self development
- 6 activities to record development
- 4 methods to name learning achievements
- 7 step action process to develop individual competencies
- and more!
Length: 32 Pages | |
| | | | by James H. Saylor | Online Book
|
| | LEARN HOW TO ACHIEVE SUCCESS FOR ANY ORGANIZATION
Whatever you need for success in today’s and tomorrow’s organizations MANAGING FOR VICTORYTM will help you achieve it. This bountiful volume of resources provides practical processes in a simple to understand acrostics based format to dramatically innovate your organization’s management system while creating your personal success system.
MANAGING FOR VICTORY shows you how:- Visioning creates a common focus
- Involving everyone establishes a superior organization
- Continuously improving achieves excellence
- Training, educating, coaching, facilitating, mentoring develops a learning culture
- Owning the work process fosters empowerment
- Recognizing and rewarding builds high performance
- Yearning for victory ensures success
This book is a must have for every person striving for success from frontline associates, first-time supervisors, seasoned managers, senior executives and top-leaders. This management system is for LEADERs that are interested in creating progressive long-term success in your organization, you will find in this book important new leadership and management guidelines, helpful techniques for achieving excellence, tools for success and much more!
Length: 378 Pages | |
 | | | | by Maxie Carpenter | Web Video
|
| | Segment 1 of 6: Introduction and Understanding the Seven Difficult Behavior Types
Whether you are a manger of thousands of people in a Fortune 500 company, or an overseer of a few volunteers in a non-profit organization, you will no doubt come face to face with someone who is difficult to manage and who brings undue strain on your organization. How do we face this situation? How do we build a successful strategy for managing people with difficult behavior types? In this series, Managing Difficult People in the Workplace, Maxie Carpenter gives you real-world answers and strategies that will help you to become a more effective manager. Maxie has identified seven difficult behavior types that all managers need to know and understand in order to manage effectively. The Seven Difficult Behavior Types are Hostile/Aggressive, Complainer, Silent/Unresponsive, Super Agreeable, Negativist, Know-it-All, and the Indecisive.
In This Segment
Maxie explains the value of understanding the Seven Difficult Behavior Types, and gives a quick explanation of those behavior types. This segment is important because it lays the groundwork for all the following segments.
Length: 23:32
More About the Series:
A difficult person in the workplace can be anyone at any level in the environment: a co-worker, a supervisor, a subordinate, a support staff member, a service provider, a product provider, an owner, a partner, an administrator, a director, anyone, even a consumer. They are generally, for a variety of reasons, constant headaches to communicate and work with. Although their numbers are always small, their impact is very significant. The difficulty they bring to the workplace on a daily basis is the greatest obstacle to the short and long-term success and health of the organization. These people are directly responsible for absenteeism, loss of productivity, and overtime, a loss in profitability that ultimately leads to the demise of the business. They frustrate and demoralize almost everyone in the environment, either directly or indirectly and no one is exempt from their influence. These people are difficult to understand and worst of all, they appear to be immune to all the usual methods of communication and persuasion designed to convince them or help them to change their mindset. Note the use of the word “mindset” here instead of “behavior.” Behaviors are the result of mindsets, and to influence behaviors, you first have to influence the mindset. Those unlucky enough to have to work directly with difficult people are usually the ones most reluctant to confront or deal with them, in part because it’s human nature to want to avoid them, but for the most part, because they don’t know how. | |
| | | | by Maxie Carpenter | Web Video
|
| | Segment 2 of 6: Dealing with Hostile or Aggressive Behavior
Whether you are a manger of thousands of people in a Fortune 500 company, or an overseer of a few volunteers in a non-profit organization, you will no doubt come face to face with someone who is difficult to manage and who brings undue strain on your organization. How do we face this situation? How do we build a successful strategy for managing people with difficult behavior types? In this series, Managing Difficult People in the Workplace, Maxie Carpenter gives you real-world answers and strategies that will help you to become a more effective manager. Maxie has identified seven difficult behavior types that all managers need to know and understand in order to manage effectively. The Seven Difficult Behavior Types are Hostile/Aggressive, Complainer, Silent/Unresponsive, Super Agreeable, Negativist, Know-it-All, and the Indecisive.
In This Segment
Maxie further builds the case for better knowing and understanding the Seven Difficult Behavior Types and explores the first of the Difficult Behavior Types, the Hostile or Aggressive person.
Length: 16:53
More About the Series:
A difficult person in the workplace can be anyone at any level in the environment: a co-worker, a supervisor, a subordinate, a support staff member, a service provider, a product provider, an owner, a partner, an administrator, a director, anyone, even a consumer. They are generally, for a variety of reasons, constant headaches to communicate and work with. Although their numbers are always small, their impact is very significant. The difficulty they bring to the workplace on a daily basis is the greatest obstacle to the short and long-term success and health of the organization. These people are directly responsible for absenteeism, loss of productivity, and overtime, a loss in profitability that ultimately leads to the demise of the business. They frustrate and demoralize almost everyone in the environment, either directly or indirectly and no one is exempt from their influence. These people are difficult to understand and worst of all, they appear to be immune to all the usual methods of communication and persuasion designed to convince them or help them to change their mindset. Note the use of the word “mindset” here instead of “behavior.” Behaviors are the result of mindsets, and to influence behaviors, you first have to influence the mindset. Those unlucky enough to have to work directly with difficult people are usually the ones most reluctant to confront or deal with them, in part because it’s human nature to want to avoid them, but for the most part, because they don’t know how. | |
| | | | by Maxie Carpenter | Web Video
|
| | Segment 3 of 6: Dealing with Complainers or Silent-Unresponsive Behavior
Whether you are a manger of thousands of people in a Fortune 500 company, or an overseer of a few volunteers in a non-profit organization, you will no doubt come face to face with someone who is difficult to manage and who brings undue strain on your organization. How do we face this situation? How do we build a successful strategy for managing people with difficult behavior types? In this series, Managing Difficult People in the Workplace, Maxie Carpenter gives you real-world answers and strategies that will help you to become a more effective manager. Maxie has identified seven difficult behavior types that all managers need to know and understand in order to manage effectively. The Seven Difficult Behavior Types are Hostile/Aggressive, Complainer, Silent/Unresponsive, Super Agreeable, Negativist, Know-it-All, and the Indecisive.
In This Segment
Maxie discusses Complainers and Silent-Unresponsive people. A good manager knows how to identify and effective communicate with people who exhibit difficult behavior types in the workplace.
Length: 14:27
More About the Series:
A difficult person in the workplace can be anyone at any level in the environment: a co-worker, a supervisor, a subordinate, a support staff member, a service provider, a product provider, an owner, a partner, an administrator, a director, anyone, even a consumer. They are generally, for a variety of reasons, constant headaches to communicate and work with. Although their numbers are always small, their impact is very significant. The difficulty they bring to the workplace on a daily basis is the greatest obstacle to the short and long-term success and health of the organization. These people are directly responsible for absenteeism, loss of productivity, and overtime, a loss in profitability that ultimately leads to the demise of the business. They frustrate and demoralize almost everyone in the environment, either directly or indirectly and no one is exempt from their influence. These people are difficult to understand and worst of all, they appear to be immune to all the usual methods of communication and persuasion designed to convince them or help them to change their mindset. Note the use of the word “mindset” here instead of “behavior.” Behaviors are the result of mindsets, and to influence behaviors, you first have to influence the mindset. Those unlucky enough to have to work directly with difficult people are usually the ones most reluctant to confront or deal with them, in part because it’s human nature to want to avoid them, but for the most part, because they don’t know how. | |
| | | | by Maxie Carpenter | Web Video
|
| | Segment 4 of 6: Dealing with Super Agreeable or Negativist Behavior
Whether you are a manger of thousands of people in a Fortune 500 company, or an overseer of a few volunteers in a non-profit organization, you will no doubt come face to face with someone who is difficult to manage and who brings undue strain on your organization. How do we face this situation? How do we build a successful strategy for managing people with difficult behavior types? In this series, Managing Difficult People in the Workplace, Maxie Carpenter gives you real-world answers and strategies that will help you to become a more effective manager. Maxie has identified seven difficult behavior types that all managers need to know and understand in order to manage effectively. The Seven Difficult Behavior Types are Hostile/Aggressive, Complainer, Silent/Unresponsive, Super Agreeable, Negativist, Know-it-All, and the Indecisive.
In This Segment
Maxie discusses Super Agreeable and Negativist people. A good manager knows how to identify and effective communicate with people who exhibit difficult behavior types in the workplace.
Length: 15:14
More About the Series:
A difficult person in the workplace can be anyone at any level in the environment: a co-worker, a supervisor, a subordinate, a support staff member, a service provider, a product provider, an owner, a partner, an administrator, a director, anyone, even a consumer. They are generally, for a variety of reasons, constant headaches to communicate and work with. Although their numbers are always small, their impact is very significant. The difficulty they bring to the workplace on a daily basis is the greatest obstacle to the short and long-term success and health of the organization. These people are directly responsible for absenteeism, loss of productivity, and overtime, a loss in profitability that ultimately leads to the demise of the business. They frustrate and demoralize almost everyone in the environment, either directly or indirectly and no one is exempt from their influence. These people are difficult to understand and worst of all, they appear to be immune to all the usual methods of communication and persuasion designed to convince them or help them to change their mindset. Note the use of the word “mindset” here instead of “behavior.” Behaviors are the result of mindsets, and to influence behaviors, you first have to influence the mindset. Those unlucky enough to have to work directly with difficult people are usually the ones most reluctant to confront or deal with them, in part because it’s human nature to want to avoid them, but for the most part, because they don’t know how. | |
| | | | by Maxie Carpenter | Web Video
|
| | Segment 5 of 6: Dealing with Know-it-All or Indecisive Behavior
Whether you are a manger of thousands of people in a Fortune 500 company, or an overseer of a few volunteers in a non-profit organization, you will no doubt come face to face with someone who is difficult to manage and who brings undue strain on your organization. How do we face this situation? How do we build a successful strategy for managing people with difficult behavior types? In this series, Managing Difficult People in the Workplace, Maxie Carpenter gives you real-world answers and strategies that will help you to become a more effective manager. Maxie has identified seven difficult behavior types that all managers need to know and understand in order to manage effectively. The Seven Difficult Behavior Types are Hostile/Aggressive, Complainer, Silent/Unresponsive, Super Agreeable, Negativist, Know-it-All, and the Indecisive.
In This Segment
Maxie discusses Know-it-All and Indecisive people. A good manager knows how to identify and effective communicate with people who exhibit difficult behavior types in the workplace.
Length: 16:53
More About the Series:
A difficult person in the workplace can be anyone at any level in the environment: a co-worker, a supervisor, a subordinate, a support staff member, a service provider, a product provider, an owner, a partner, an administrator, a director, anyone, even a consumer. They are generally, for a variety of reasons, constant headaches to communicate and work with. Although their numbers are always small, their impact is very significant. The difficulty they bring to the workplace on a daily basis is the greatest obstacle to the short and long-term success and health of the organization. These people are directly responsible for absenteeism, loss of productivity, and overtime, a loss in profitability that ultimately leads to the demise of the business. They frustrate and demoralize almost everyone in the environment, either directly or indirectly and no one is exempt from their influence. These people are difficult to understand and worst of all, they appear to be immune to all the usual methods of communication and persuasion designed to convince them or help them to change their mindset. Note the use of the word “mindset” here instead of “behavior.” Behaviors are the result of mindsets, and to influence behaviors, you first have to influence the mindset. Those unlucky enough to have to work directly with difficult people are usually the ones most reluctant to confront or deal with them, in part because it’s human nature to want to avoid them, but for the most part, because they don’t know how. | |
| | | | by Maxie Carpenter | Web Video
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| | Segment 6 of 6: Preparing for the Confrontation & The Five Rules of Confrontation
Whether you are a manger of thousands of people in a Fortune 500 company, or an overseer of a few volunteers in a non-profit organization, you will no doubt come face to face with someone who is difficult to manage and who brings undue strain on your organization. How do we face this situation? How do we build a successful strategy for managing people with difficult behavior types? In this series, Managing Difficult People in the Workplace, Maxie Carpenter gives you real-world answers and strategies that will help you to become a more effective manager. Maxie has identified seven difficult behavior types that all managers need to know and understand in order to manage effectively. The Seven Difficult Behavior Types are Hostile/Aggressive, Complainer, Silent/Unresponsive, Super Agreeable, Negativist, Know-it-All, and the Indecisive.
In This Segment
Maxie discusses how to prepare for the confrontation, and strategies for coming to a positive outcome with even the toughest problem people.
Length: 22:20
More About the Series:
A difficult person in the workplace can be anyone at any level in the environment: a co-worker, a supervisor, a subordinate, a support staff member, a service provider, a product provider, an owner, a partner, an administrator, a director, anyone, even a consumer. They are generally, for a variety of reasons, constant headaches to communicate and work with. Although their numbers are always small, their impact is very significant. The difficulty they bring to the workplace on a daily basis is the greatest obstacle to the short and long-term success and health of the organization. These people are directly responsible for absenteeism, loss of productivity, and overtime, a loss in profitability that ultimately leads to the demise of the business. They frustrate and demoralize almost everyone in the environment, either directly or indirectly and no one is exempt from their influence. These people are difficult to understand and worst of all, they appear to be immune to all the usual methods of communication and persuasion designed to convince them or help them to change their mindset. Note the use of the word “mindset” here instead of “behavior.” Behaviors are the result of mindsets, and to influence behaviors, you first have to influence the mindset. Those unlucky enough to have to work directly with difficult people are usually the ones most reluctant to confront or deal with them, in part because it’s human nature to want to avoid them, but for the most part, because they don’t know how. | |
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