Managing People Problems By Dr. Wilfred Calmas At Isnare.com Ezine Articles

As a performance coach for a New York life insurance agency, I conducted weekly sessions with the management team to focus on increasing company productivity, retention, and profitability. At the first meeting, six of the seven senior managers were on time, and I asked these managers how they handle tardiness within the agency.

“We are instructed to lock the door and begin the meeting,” one manager responded. I asked if locking the door increases productivity.

“To be honest, we don’t look at it like that,” another manager replied, “we simply adhere to the company policy.”

Tardiness, procrastination, gossip, absenteeism—common office problems are often the result of poor communication. Managers need to learn how to communicate, which is a complex issue because each person has a different, preferred style of communicating. What is the most effective method for resolving people problems? Tapping into certain stylistic communicative resources is what I call the “Key” concept. My back and front door keys look alike and both enter the cylinder, but only one key opens the door. Symbolically, each word in verbal communication represents a notch on the key, and only the right combination of words will open the door to the employee, and solve the human problem.

Unfortunately, most people in power communicate in ways that make themselves feel comfortable, such as through intimidation, threats, or some form of punishment—forms of communication that obviously fail to build trusting relationships, motivate employees, increase productivity and improve behavior.

How To Resolve Tardiness

At the insurance agency, while we waited for the last manager to arrive, one manager explained that I would probably be unsuccessful in changing his behavior, because he’s the number one manager and has access to his boss’s office. The manager arrived twelve minutes late and tippy-toed to his chair. I greeted him and asked, “How can I help you be on time?” The top manager was reticent, and while he sat speechless, another manager responded, “Pick him up in the morning!” Although the manager was being glib with his suggestion, I enthusiastically countered that this was an excellent idea. Dismayed, the manager then asked how long would I be willing to pick him up in the morning in order to get the tardy manager to his meetings on time. I replied, “In the morning, I have the proclivity for talking in a crazy manner, and doubt that he would tolerate my company for very long.” All the managers laughed. I then asked him, “Are you aware that your tardiness is insulting?” Again, no verbal reply—but he was never late to another meeting.

People want to cooperate. In my encounter at the New York insurance agency, the critical ingredients to the tardiness solution were to engage in verbal communication, design to offer help, and provide feedback. If the employee feels criticized or offended, then the dialogue is not constructive or profitable. Dialogue is a creative process, and requires using the right tools—the right keys—to resolve people problems.

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