Bonus Material

1. Practical Coaching Skills for Managers
(DA1067 )
9 Traits of Effective Teams (dvd-
41042DVD or cd 10292CD)
New Relationship Strategies (14321CD )
Assertive Communication (dvd 41104DVD
or cd 10173CD )
Strength Finder 2.0 (Amazon)
Use Discount Code 2316 www.Pryor.com

2. The Impacts of Conflict
 Stress,frustration, & anxiety
 Loss of sleep
 Strained relationships
 Grievances and litigation
 Presenteeism
 Employee turnover

3. The Impacts of Conflict
 Loss of productivity
 Increased client complaints
 Absenteeism
 Sabotage
 Injury and accidents
 Disability claims
 Sick leave

4.  Less stress
 Balances power
 More honest relationships
 Your communication is clearer and
more impactful
 Career advancement

5. 1. Know what you do not like about yourself.
This can be a trigger for you with others.
2. Be professional, maintain your composure. If you
and/or another person are getting upset, attempt
to remain calm:
• Speak to the person as if the other person is not
upset – this can be very effective.
• Avoid use of the word “you” – this avoids your
appearing to be blaming the person.
• Nod your head to assure the person that you heard
him/her.
• Maintain eye contact with the person.

6. 3. Move the discussion to where others cannot hear.
4. Allow the other person time to speak.
 Do not interrupt the or judge what is being said. Remain
open.
5. Make sure you are accurately understanding one
another.
 Ask the person to let you repeat without interruption what
you heard to determine you are understanding correctly.
 To understand the person more, ask open-ended questions
(Do not use “why” questions –often it puts people on the
defensive).

7. 6. Repeat the above step, for the other to determine
they are understanding you.
Describe your perspective:
 Avoid “you” statements- use “I” language.
 Use terms of the present as much as possible.
 Briefly touch on your feelings.
7. Acknowledge what you disagree & agree on.
 It is very powerful to focus on where you both agree.

8. 8. Discuss the matter on which you disagree, not the
nature of the other person.
 Ask “What can we do fix the problem?” Focus on
collaboration and solutions.
 If the other complains or turns negative, then ask the same
question. Focus on actions you both can do.
 Ask the other person if they will support the action(s).
 If the person will not, then ask for a “cooling off period”.
9. Thank the person for working with you.
 It takes patience for a person to engage in meaningful
conversation during conflict. Acknowledge and thank the
other person for their effort.

9. 10. If the situation remains a conflict, then:
 Conclude if the other person’s behavior violates
one of the personnel policies and procedures in
the workplace and if it does, then follow the
policy’s terms for addressing that violation.
 Otherwise, consider whether to agree to disagree.
 Consider seeking a third party to mediate.

10. Resource for Your ACTion Plan:
www.ChangingMinds.org
Using Body Language
Resource for Your ACTion Plan:
Active Listening
www.MindTools.com

12. Bonus Information
 Less stress
 Fewer conflicts
 Effective communication allows for needs to
be met
 Knows how to say “No”

13. An excessive workload
Concerns about management’s ability to
lead the company forward successfully
Anxiety about the future, particular longer-
term job, income and retirement security
Lack of challenge in their work, with
boredom intensifying existing frustration
about workload
Insufficient recognition for the level of
contribution and effort provided, and
concerns that pay isn’t commensurate with
performance.

14. Bonus Information
1) Let people make decisions about and
control and/or influence their job.
2) Allow opportunities or people to
express their opinion about workplace
policies and procedures. (anonymous)
3) Treat people as adults with fairness
and consistency.

15. Bonus Information
4) Do not create “rules” for all employees,
when just a few people are creating the
situation.
5) Help people feel like members of the inner
circle; each person wants to have the same
information as quickly as everyone else.
6) Encourage and support people the
opportunity to grow and develop.

16. Bonus Information
7) Provide appropriate rewards and
recognition so people feel their
contribution is valued.
8) Ask yourself “What’s your own
mindset?”
9) Bring humor into the situation- get
them laughing.

17. Acknowledge their expertise
Ask if there may be, if it is a possibility that…could work
Do not question authority
Do not threaten the ego

18. Show Policies, Procedures & Laws
Explain it is not personal
Offer a set of solutions- allow them to pick/have input
Reinforce the “buy-in”
Explain what the consequences are of not following
through

19. Book Suggestion:
Hot Buttons: How to
Resolve Conflict and
Cool Everyone Down
Amazon.com

20. Use “I” messages- Examples
When I'm....
When I....
I think that I....
I feel that I....
My concern is...

21. When I'm shouted at I....
When I'm sworn at I....
When I'm pushed around I....
When I think I'm not being heard I....

22. Ask yourself the following when
preparing your communication:
 Does this need to be said?
 Does it need to be said by me?
 Does it need to be said by me right
now?
 Is this coming from a place of respect &
kindness?
 Will it leave both of us honored &
respected.

23.  Deal with conflict in a timely manner
 Keep information about the conflict
confidential
 Take responsibility for personal change
 Focus on problem solving

24. Get in ACTion and Stay in
ACTion!
Thank you for your time &
participation!!!!