Page 197 - Becoming a Successful Manager

188 BUILDING ON YOUR FOUNDATION

What if Josh is a remote employee?
What if Josh has a history of low self-esteem?
What if Josh is politically connected? That is, is a family
member of a higher manager?
What if Josh was historically considered a high performer?
What if Josh is in a “protected” class?

How do these questions change your thinking, evaluation, and
approach to Josh?

Example 2: Group Consensus

A workgroup including four employees and a team leader develops
an operational effectiveness evaluation form for your department.
The fi nal version has been reviewed and accepted by all fi ve group
members. When they present the form at the next meeting, 10
staff members approve it, but four do not. These are the reactions
of the four dissenters:

Chuck: “I don’t like it.”
Marvin: “We don’t need it.”
Millie: “It’s too short.”
Jane: “It’s not specifi c enough.”

You are among the group of 10 who approved. You are now
expected to help resolve the individual confl icts with Chuck, Mar-
vin, Millie, and Jane and then present the consensus at an inter-
departmental management meeting. Where do you start?
Before you answer, consider these questions with the intent
to understand and address their real issues and refl ect on what
insights you gain. “Why don’t you like it?” “Why don’t we need it?”
(Hint: You can ask why until you get something concrete. Don’t
respond until you do, or you will be perpetuating the confl ict.)