Page 140 - Make Work Great

Growing Your Crystal

least one diffi cult person at work and to be able to recount the pain
associated with that person quickly and emotionally. Some of these
interpersonal issues are beyond any hope of improvement, but many
others can be salvaged through the conscious action of one of the
parties involved.
In this chapter, we’ll address both cases—the person with whom
some progress is possible and the one with whom all hope is lost. But
be warned, everything to follow is really just a rephrasing of the mes-
sage you’ve already read. If you create good habits of overtness and
clarity and use them consistently, much of the rest will take care of
itself. The practice of your good habits is the fi rst—and most impor-
tant—tactic you can use when dealing with any diffi cult situation.

The Most Diffi cult Person
Let’s start with the worst-case scenario. There are a few people in
your work life who are hopeless. You know it. They’re not going to be
receptive to any changes you make; they’re certainly not interested in
making the workplace better; and just maybe, they’re out to get you
a little. What do you do when there’s no getting through, no improv-
ing, and no hope? How can you effect a cultural change when some
of the people around you simply won’t move?
The answer is deceptively simple, and we have already discussed it:
ignore them.
Let’s qualify that a little. Obviously, since you work with these
people, you must interact with them. Although it may sound tempt-
ing, ignoring them doesn’t mean giving them the silent treatment
or the cold shoulder, or refusing to take their calls or answer their
e-mails. Remember, nothing in this book is suggesting that you stop
doing what your job requires. Stay successful, engaged, and ethical.
Yet purely from the perspective of effecting cultural change, you
can (and should) completely ignore them. Waste no time in attempt-
ing to explain what you’re doing or to convince them of anything.
Leave them in the “everyone around me” section of your funnel
model. They may or may not notice that you’re practicing some new

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