MANAGING DIFFICULT PEOPLE - Dick Horton ... MANAGING DIFFICULT PEOPLE By Dick Horton, CPRP, AICP, CPSI

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  • MANAGING DIFFICULT PEOPLE

    By

    Dick Horton, CPRP, AICP, CPSI Certified Park and Recreation Professional

    Certified Playground Safety Inspector

    American Institute of Certified Planners

  •  Management

     Fees & Charges Policies

     Pricing Objectives

     Service Standards

     Consensus Building

    Services Offered

  • Services Offered

     Planning

     Park System Master Plans

     Feasibility Studies

     Strategic Planning

  • Services Offered

     Design

     Aquatic Facilities

     Golf Courses

     Community Centers

     Trails

     Park Sites

     Tennis Courts

     Fountains

  • Name The Best and Worst Things About Going to Work

     People.

     People.

  • How Much Do You Remember?

     Young People Who Started College This Past Fall Were Born in 1982.

     Do Not Remember the Cold War.

     Their Lifetime Has Always Included AIDS.

     Bottle Caps Have Always Been Screw off and Plastic.

     Atari and Vinyl Records Predate Them.

     As Far As They Know, Stamps Have Always Cost $.34

  • How Much Do You Remember?

     They Have Never Seen Larry Bird Play Basketball.

     Jay Leno Has Always Hosted the Tonight Show.

     They Cannot Fathom Not Having a Remote Control.

     They Have Always Had an Answering Machine.

     They Do Not Care Who Shot J.R. And Have No Idea Who J.R. Is.

  • The Way They See The World

    Baby Boomers Born 1946 - 1960

    Optimistic

    Driven

    Love/Hate

    Consensus

    Personal Gratification

    The Musical

    Drive-thrus

    Suess

    Generation X Born 1960 - 1980

    Skeptical

    Balanced

    Unimpressed

    Competence

    Reluctant to Commit

    Skinheads

    Drive-bys

    Kervorkian

    Generation Y Born 1980 - 2001

    Hopeful

    Determined

    Polite

    Pulling Together

    Inclusive

    Pick a Color

    Disk Drives

    Drew

    Outlook

    Work Ethic

    View of Authority

    Leadership By

    Relationships

    Hair

    Drives

    Dr.

    Traditionalists Born Before 1946

    Practical

    Traditionalist

    Respectful

    Hierarchy

    Self-sacrifice

    The Flattop

    Sunday Drives

    Spock

  • Dismissal.

    Use of Human Resource Department.

     Documentation

     Written Work Plan

     Progressive Discipline

    Performance Planning and Appraisal System.

    Management Tools

  •  40% of Performance Based on How You Do Your Job.

     60% of Your Job Based on What You Do.

    Performance Planning & Appraisal

  • Performance Planning & Appraisal How You Do Your Job

     Customer Service - Internal/external.

     Technical Skills - Works to Expand Job Knowledge; Anticipates and Identifies Work Problems.

     Organizational Behavior - Builds and Maintains Positive Team-oriented Working Relationships.

     Self-management - Accepts Responsibility for Own Work and Reliably Follows Through With Minimum Supervision.

  • Performance Planning & Appraisal What you Do

     Lives Within the Allocated Budget.

     Develops Three New Programs.

     Increases Customer Satisfaction Rating of Adult Sports by 5%.

     Attends 10 Hours of Continuing Education Programs.

  • MOMENT OF TRUTH

    Moment Of Truth Chart

    Negative Factors Basic Expectations Delightful Factors

    Name of Process/Service/Product :

    Name of Process Owner :

    Date Completed :

    Date to be Revised :

  • What is a Difficult Person?

     Does What You Don’t Want and Doesn’t Do What You Do Want.

  • Attitude versus Behavior

     Attitude Is Not Measurable but Will Manifest Itself in a Behavior Which Can Be Measured.

     Behavior Is Measurable.

  • Percentage Of Budget

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    70%

    Personnel

    Materials

    Services

    I.D.C.'s

  • Things We Know About Organizations

     All Organizations Are Perfectly Aligned to Get the Results They Get.

  • Things We Know About Managers

     They Get Things Done Through Others.

     We Need Subordinates More Than They Need Us.

     Need to Provide Direction, Latitude and Authority to Do Our Jobs, Training, Feedback and Recognition.

  • Time Management Matrix

    3

    2 1

    URGENT

    IM P

    O R

    T A

    N T

    Planning, crisis prevention, relationship building

    4 Needless interruptions, unimportant phone calls, unnecessary reports, unimportant meetings

    Busywork, junk mail, excessive relaxation, idle chit- chat, time wasters

    NOT URGENT

    N O

    T

    IM P

    O R

    T A

    N T

    Crises, pressing problems, last-minute meetings, cramming on projects, rushing to meet deadlines

  • P A C I N G

     Meeting Someone Where They Are; to Reduce the Differences Between Yourself and Others in Order to Increase the Amount of Common Ground.

  • Communication (1967 UCLA Study)

     7% of the Message Is Heard.

     35% of the Exchange Has to Do With the Tone of Voice.

     58% of the Exchange Has to Do With Body or Non-verbal Signs.

  • Things We Know About People

     If You Don’t Expect It, and Tell Your People You Want It, You’ll Never Get It.

     People Are Very Poor Mind Readers.

     Employee Satisfiers Are Achievement, Recognition, Latitude, Authority and Resources to do the job.

     Employee Dissatisfiers Are Company Policy, Administration, Supervision, and Work Conditions.

  • Times to Correct Behavior

     When Output Is Affected.

     When Behavior Affects Output of Others.

     When Behavior Violates Policies or Procedures.

     When Behavior Becomes Too Annoying or Offensive to Overlook.

  • Personality Types

    RELATIONSHIP

    Passive Assertive

    Aggressive Assertive

    ENTERAINERS

    • Know-it-Alls

    • Grenade

    TASK

    RULERS

    • Tanks

    • Snipers

    RELATORS

    • Yes

    • Maybe

    ANALYTICAL

    • Complainers

    • No

  • Personality Types

    •ENTERAINERS

    • Know-it-Alls

    • Non- Responsive

    •RELATORS

    • Yes

    • Maybe

    RELATIONSHIP

    Passive Assertive

    Aggressive Assertive

    TASK

    •ANALYTICAL

    • Complainers

    • No

    •Restless

    •Critical

    •Blunt

    •Uncooperative

    •Needs Control

    •Risk Taker

    •Organized

    •Efficient

    •Results Oriented

    Ruler Type -

    “Tank”, “Sniper”

  • Personality Types

    •ENTERAINERS

    • Know-it-Alls

    • Non- Responsive

    •RULERS

    • Tank

    • Snipers

    •RELATORS

    • Yes

    • Maybe

    RELATIONSHIP

    Passive Assertive

    Aggressive Assertive

    TASK

    •Very Slow Pace

    •Resist Change

    •Fear Making Mistakes

    •Become Defensive

    •Gathers Information

    •Accurate

    •Task Priority

    •Slow & Deliberate

    Analytical Type -

    “Complainer”, “No Person”

  • Personality Types

    •ENTERAINERS

    • Know-it-Alls

    • Non- Responsive

    •RULERS

    • Tank

    • Snipers

    RELATIONSHIP

    Passive Assertive

    Aggressive Assertive

    TASK

    •ANALYTICAL

    • Complainers

    • No

    •Fear Confrontation

    •Fear Disapproval

    •Delay Decisions

    •Wishy Washy

    •Passive

    •Indecisive

    •Sensitive

    •Considerate

    •High Relationship

    •Like Others

    Relator Type -

    “Yes”, “Maybe” People

  • Personality Types

    •RELATORS

    • Yes

    • Maybe

    RELATIONSHIP

    Passive Assertive

    Aggressive Assertive

    TASK

    •ANALYTICAL

    • Complainers

    • No

    •RULERS

    • Tank

    • Snipers

    •Overeager

    •Unrealistic

    •Manipulative

    •Center of Attention

    •Desire Prestige

    •Explosive Behavior