sufficient systems, training, and team decision-making installed so that your team can operate with independence. 4.

Leaders who cant handle conflict. Discomfort with conflict is obvious at leadership meetings. If you dont want Learn to deal with difficult coworkers and bosses. open disagreements, and have no tolerance for confrontation, managers contribution is necessary for team suc- reporting to you wont report issues, by Diane Katz cess. Express your frustration without and no one deals directly with conflict. placing blame. Make it clear that you need Instead, disputants speak about each their cooperation to get the job done. EVE ALL WORKED other to their alliesnot to each other. with people who Let your manager know of the problem, Conflicts dont get resolved, and this are troublesomewho and enlist his support. leads to a deadly destructive conflict. test our confidence, leadership skills, These professionals disappoint many Individual agendas become more and patience. Whether they are your people with their poor performance. important than the resolution of your boss or coworker, you need not let 3. Micromanaging boss. When I ask issues because there is no process for these people deter your success. job applicants, What kind of manager issue resolution. Managers meeting As a leader, you set the tone for your drives you crazy? most responses individually with you avoid discussing team. The larger your team, the more include, I dont want to work for any conflicts. So, there is no organizalikely that difficult people will be part someone who is over my shoulder tional learning, and the same issues of team chemistry. Learn how to chan- constantly. Few micromanagers real- keep popping up. Some managers see ize what they are doing. They think nel the energy of difficult people so you as a nice guy who impedes progress. that the team can still work effectively. that they are ensuring they get the If you are uncomfortable with conHere are four examples of challeng- results they want, but treating teams flict, have systems that foster creative ing peopleand how to handle them. with defined autonomy brings better problem resolution. Try these tips: results. Micromanagers often behave Become an assertive problem-solver. 1. Wet blankets. This person has something negative to say about every- out of insecurity, so in managing them Foster collaboration among your peers. thing. If something is introduced, this Suggest that the team, including conflictperson tells you how it wont work. averse managers, participate in a team-buildWet blankets sit in meetings and ing exercise to reinforce conflict resolution. present the negative view of topics. Become a peer mediator; assist others in The group might then debate the merresolving conflict. its of his negativity, thereby taking them Since you cant avoid conflict, learn off course and shifting the energy how to problem-solve in the face of from positive to negative. conflict. Become a non-threatening model for your conflict-averse boss! To deal with these people: Listen to what they have to say, but dont let You cant handpick all the people you them take you off track. If what they work with, but you can follow these have to say has merit, ask for a potentips in dealing with difficult people: tial solution. At an appropriate time, Dont make issues personalstay objectake them aside and let them know tive when defining the issue rather help them to feel more secure! that theyd have more impact if they than blaming another person. How can you deal effectively with the expressed things in a more positive way. micromanager? First, learn what they Be consistently assertivewhether you Wet blankets can change their behav- worry about and keep them informed. are comfortable or not, using assertive ior (if not their outlook) when people Once you have a track record, ask for language is extremely powerful. around them dont buy into their neg- more autonomy and clarify what Deal directly, as often as possible, with the ativity. Stay in the solution! youll do to ensure success and how offender. Use non-charged languageno blaming, and speak just for yourself. 2. Excuse-makers. These people can youll keep your manager informed. be infuriating! You need them to par- Explain that you can do a better job Hold everybody equally accountable for with the increased freedom to operate. professional behaviorwhether theyre ticipate, and they dont show up or dont complete things on time. When If errors occur, be the first to tell your difficult or not. you talk to them, they rationalize their bossand how you fixed things. Dont let negative people hold too much behavior. So, what do you do? People dont leave jobsthey leave power over you or over the teamkeep At the outset, document roles, respon- bosses who dont treat them with pro- their influence at bay. fessional respect. Dont ever try to sibilities, and deadlinesand ensure When I rode the subway in New York that everyone necessary is copied. work around the micromanager. Work City, I noticed that crazy people always get a seat. That is what leaders often do! But Let them know exactly what you expect of to calm their concerns. If you wonder if you might be a them, and what they can expect of you. you can effectively manage difficult people, micromanager, ask: Are you afraid to bosses or coworkers. Since you spend Have them make a presentation to go on vacation, fearing that something so much time at work, you might as management. This will motivate them will go wrong? Or, do you think that well have a pleasant experience. to complete their responsibilities. LE If their excuse-making behavior appears nothing can be decided without you Diane L. Katz, Ph.D., is CEO of The Working Circle again, have a one-on-one discussion with being around to provide the answer? If Teambuilding and author of Win at Work! (Wiley). Visit them. Deliver a message thats assertive the answer is yes, you might be micro- www.TheWorkingCircle.com or call 520-275-3112. managing! Make sure that there are and direct. Let them know that their ACTION: Practice coping with these challenges.

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