Win the respect you deserve

Nitsa had been promoted to manage the team she had previously been part of. But two team members weren’t happy – they’d also applied for the management role.

Nitsa was younger than the two men – Phillip and Li – who had applied for the position. And she had only worked in the team for 18 months before she was promoted. Phillip and Li had been quite vocal in expressing their resentment that a younger, ‘less experienced’ woman had been promoted over them.

The task of trying to win Phillip and Li over was exhausting Nitsa. She came to me for leadership coaching. Here are the steps we helped her take.

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Kiera and Jason didn’t get on. Annette, their supervisor, tried to sort things out. But Kiera insisted it was all Jason’s fault.

Kiera refused to acknowledge her own part in the conflict. In desperation, Annette enrolled in my course on Dealing with Difficult People. During a break, I talked to Annette about how to set boundaries and limits on poor behaviour in the team. You might find these tips useful, too.

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Trish needed to break news her clients didn’t want to hear. She wondered how to make the process easier.

Although Trish was an auditor, her question was one many professionals ask. Doctors, lawyers and Human Resources practitioners are just three examples of people who regularly need to deliver unpopular messages. Does your work involve breaking bad news or giving critical feedback? Then you’ll be interested in the advice we gave Trish’s team in their custom-designed training program.

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How to make change positive

Sean was preparing to announce the relocation of the company’s head office. Some staff might react badly to this change. How could he get everyone onside?

Sean needed to prepare his presentation very carefully. I helped him use NLP framing techniques to build a positive message. You can use the same techniques whenever you need to announce a change or introduce challenging news.

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Rapport building improves business results: A case study

If you want better results with people, learning how to build rapport can reap great results. Take Craig, for example. He was a freelance IT consultant who wanted help in getting on with his clients. Craig had difficulty managing his clients’ expectations. For example, he was frequently irritated by clients who ‘couldn’t’ describe what they wanted. What he wasn’t acknowledging was that people who could outline their needs accurately probably wouldn’t need his services in the first place!

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Detox your team

Zeb was enthusiastic about stepping into his first team leader role. Little did he know that he was ‘inheriting’ a toxic team.

Sarcasm and catty remarks were abundant. Positive remarks and respectful interactions were rare. Conflicts from years ago were still reverberating. Here’s how I helped build a healthier dynamic in this team. You can use the same strategies to set your team up for success.

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Case study: How to push back on difficult demands

Dean’s boss is driving him up the wall. Although Dean’s workload is already massive, Cass has handed him yet another ‘urgent’ report to do. How can Dean convince his boss that her demands are unreasonable?

There’s only one thing for it – Dean needs to be assertive. He needs tell his boss there’s an issue so she can understand his position. Here’s how we’d help Dean deal with this problem. You can use the same strategies to negotiate priorities with your boss.

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Case study: How to handle gossip

Although Elaine likes her new job, her coworkers tend to gossip. Elaine frequently feels uncomfortable, but doesn’t know whether to speak up or keep quiet.

People talk about others. But when talk becomes negative or personal it moves from conversation to gossip. As Elaine’s uncomfortable with what’s being said, there’s a good chance the topic of conversation won’t like it either. Here’s how we’d help Elaine deal with this problem. You can use the same strategies to tackle gossip in your workplace.

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Case study: Overcoming stage fright

A team of volunteers is presenting training on parenting skills. The scripts they have been issued with for this training are dull and uninspiring. The volunteers are nervous about speaking in public. Hedley Galt inspires the group to spice up their performance and feel confident doing so.

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