peer power: transforming workplace relationships
DESCRIPTION
60-minute webinar based on the book, Peer Power: Transforming Workplace Relationships by Cynthia Clay and Ray Olitt. Provides an overview of training programs for the face-to-face and virtual classrooms.TRANSCRIPT
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TransformingWorkplace
Relationships
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Send a Chat Message
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Send a Chat Message
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Presenter or Attendee
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Status Icons
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Background
• 45% say they are satisfied with their jobs (down from 61.1% in 1987)
• Under 25, 35.7% are satisfied• Of Baby Boomers, 46% are satisfied
(down from 60%)
Conclusion: employee satisfaction has declined significantly over the past 20 years.
Source: TNS Market Research survey (2009), reported by The Conference Board
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“These numbers do not bode well given the multi-generational dynamics of the labor force.”
Linda Barrington
Managing Director, Human Capital
The Conference Board
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Employee Satisfaction
1. Job security
2. Benefits
3. Compensation/pay
4. Opportunities to use skills and abilities
5. Feeling safe in the work environment
Source: Society for Human Resource Management
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Employee Satisfaction
6. Relationship with immediate supervisor
7. Management recognition of employee job performance
8. Communication between employees and senior management
9. The work itself
10. Autonomy and independence
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Poll
Which of these ten factorsare connected toor influenced byInterpersonal communication?
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NetSpeed Survey
• 62% left a job in the past, at least partially because of a difficult relationship with a coworker
• 30% reported a difficult coworker currently frustrated them
• 1/5 (of 30%) stated that a difficult coworker was their boss
Source: NetSpeed Learning Solutions survey (2008)
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Responses
“I frequently avoid a difficult coworker.”
“I dread going to work to be barraged by this individual’s negativity.”
“I often need to ‘run interference’because other employees also findthis individual difficult to work with.”
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Poll
Have you ever worked with a challenging coworker (a peer)?
Yes – in the past
Yes – right now
No – hasn’t happened
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Poll
Have you ever worked with a challenging boss?
Yes – in the past
Yes – right now
No – hasn’t happened
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About You
1. What happens to me at work is usually not related to my own behavior.
2. I try to be open about my thoughts and feelings.
3. I find gossip to be a great stress reliever.
4. I reach out to someone I may have offended.
5. I take people at face value.
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About You
1. What happens to me at work is usually not related to my own behavior.
If you agree with this statement, you may often feel victimized by others’ actions. We invite you to consider the many ways your behavior may be helping or hindering the situation.
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About You
2. I try to be open about my thoughts and feelings.
We encourage openness in most work relationships. If you answered “yes” to this statement, there are probably no hidden agendas in your relationships with others.
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About You
3. I find gossip to be a great stress reliever.
Let’s face it—most people would answer “yes” to this statement. However, we’d like to suggest that when gossip is used in this way, the price you pay (in mistrust and conflict) is too steep.
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About You
4. I reach out to someone I may have offended
We hope that you were able to say “yes” to this statement. Reaching out, even when it may not have been your intention to offend, demonstrates your concern for the other person.
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About You
5. I take people at face value.
While this sounds positive, it may mean that you are relying more on the words people say and less on the unspoken messages sent by body language and tone of voice.
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About ThemDoes your boss or coworker?
1. Tease you about your mistakes or weaknesses
2. Appear friendly to your face yet criticize you often behind your back
3. Hold staff meetings infrequently or without planning
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About Them
4. Flatter you or act unusually sweet
5. Break commitments or not fulfill tasks you need
6. Make demands that you ignore procedures to meet his/her needs
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Four Principles
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Going Head-to-HeadAttempting to meet your needs while preventing others from meeting their needs
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CompromisingAttempting to meetyour needs partiallywhile meeting others’ needs partially
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Caring-for-SelfAttempting unilaterally to meet your needs by limiting the impact of others’ behavior without affecting their needs
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CoachingWith permission, attempting to help another solve a problem or develop skills so the other person gets better results
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CollaboratingJointly attempting tomeet fully the needs of all parties
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What behaviors do you use when you are collaborating?
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Challenging Coworkers
The Attacker
The colleague who repeatedly expresses anger and frustration in the form of inappropriate personal criticism.
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Challenging Coworkers
The Whiner
That coworker who complainswithout taking responsibilityfor improving conditions thatsurround him/her.
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Challenging Coworkers
The Scene Stealer
The peer who sets about building her reputation at your expense.
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Challenging Coworkers
The Drive-by Boss
A leader who ignores some of her key management responsibilities and doesn’t meet the needs of subordinates or the organization.
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Challenging Coworkers
The Manipulator
The coworker who attempts to influence your attitude or behavior through deception or secrecy.
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Challenging Coworkers
The Clueless Colleague
A coworker who is insensitive to her negative impact on the work environment.
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Challenging Coworkers
The Faux-Smart Boss
The boss who has unrealistic confidence in his own ideas and skills, often accompanied by a lack of confidence in his employees.
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Challenging Coworkers
The Slacker
The coworker whose poor performance damages your performance.
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Challenging Coworkers
The Bully
A colleague who uses unreasonable demands and inappropriate threats to get her way.
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Poll
Which of these nine challenging coworkers have you experienced personally?
Which one of these nine challenging coworkers is the most difficult for you?
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Challenging Coworkers
The Manipulator
The coworker who attempts to influence your attitude or behavior through deception or secrecy.
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The Manipulator
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Clues
• Offers unusual favors, gifts or flattery
• Appeals to your sense of guilt• Deceives you• Presents only positive reasons
(no negatives)
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Clues
• Misrepresents or excludes data• Whispers in your ear• Asks a leading question or
pretends to ask for input• Tells stories that are inconsistent
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Helpful Assumptions
• They fear the consequences of telling the truth.• They have learned to exercise power indirectly.• It’s a coping strategy used when people feel
powerless.• You have probably manipulated others, too.• You have a right to take care of yourself.• Manipulators usually have many strengths.
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Take Responsibility
• Be responsible for your own experience. Be aware of your own hooks.
• Perform well. Do your homework. • Respect your needs. Become
someone who can’t be manipulated.
• Communicate and set ground rules.
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Extend Respect• Avoid rescuing behavior.• Use good listening and questioning skills to
encourage openness.• Pay attention to your gut/intuition.
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CollaboratingJointly attempting tomeet fully the needsof all parties
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Collaborating Strategy
• Call her on a lie without calling her a liar. • Don’t do what she wants unless you want to.• Acknowledge her praise. • Probe to uncover her needs. Ask, “Is there
something you need from me?” • Jointly come up with alternatives.
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Available Now
Published by Jossey-Bass (John Wiley & Sons) in February 2012
Available online and at bookstores
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Classroom Workshops
• One-day and two-day facilitated workshops
• Based on adult learning principles
• Interactive and collaborative
• Practical skill-building
• Blended with podcasts and online assessments
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Six Online Workshops
Session 1: Mistakes We’ve Made(and You Can Avoid)
Session 2: What We’ve Learned(Four Key Principles)
Session 3: Strategies for Transforming Relationships
Each 90 minutes long
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Six Online Workshops
Session 4: Working with Attackers, Whiners,and Scene Stealers
Session 5: Working with Drive-by Bosses,Manipulators, and Clueless Colleagues
Session 3: Working with Faux-Smart Bosses,Slackers, and Bullies
Each 90 minutes long
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Online Tools
• About You Assessment
• About Them Assessment
• Pocket Coach Podcasts and Knols
• Mobile App: Peer Power Pocket Coach?
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Web Workshop Series
• Four Thursdays, beginning September 6• Four 1 hour & 45-minute webinars• Led by co-author, Cynthia Clay• 1 – 2 participants: $399 each• 3+ participants: $349 each
Complete today’s survey and receive the “early bird” discount of $100 off the registration price.
http://www.netspeedlearning.com/webinar/peerpowerwebinars/
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Survey
Four seats in the Peer Power Online Workshop Series (beginning September 6, 2012).
http://www.netspeedlearning.com/webinar/peerpowerwebinars/
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Final Thought
“It’s more important than ever to supply your workers with new tools, training, and techniques to help maintain a positive and engaging work environment that leads to higher productivity and strong business results.”
Cynthia Clay and Ray Olitt