As I walked past my executive
client' office, Tom, he stood up abruptly and motioned me into his office. Seems that Susan, his star staff manager had
put pressure on one of her employees who then came in to talk with Tom.
"Alan, would you mind
accompanying me to talk with Susan?"
So I did. As soon as Tom laid
on table the situation, Susan started a lengthy speech about why she was
justified in handling her employee the way she did...but missed the point Tom
has made about motivating the employee vs. criticizing them.
Susan got louder and louder,
interrupting Tom and holding on to her position for 10 minutes. Tom gave up and
decided to approach Susan at a later date.
The good news: an executive
faces conflict head on.
The bad news: my last 200
clients all avoid conflict that is disruptive to the organization [except 4].
WHAT WOULD YOU DO IN COACHING
TOM AFTER HE WALKED OUT OF SUSAN'S OFFICE?
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