Category Archives: Handling Differences

Trusted lies and the meaning of money

Recent reporting in the US indicates that we have accepted, as a culture, a "new normal" of half-truths and blatant disregard for facts.  Seriously?  Yes, unfortunately, this is no lie.  I wish I were kidding.  Apparently, some will consider this is a virtue, a victory over the rule of law, reason, and unadulterated honest dealings. It isn't. Repeated lying, especially the "rinse, wash and Continue Reading ...

Alignment

Lack of alignment around goals, or the deeper challenges of disagreements about priorities, the desired future, beliefs about what is possible, let alone worthwhile, sometimes fueled by egoic, dysfunctional, win-lose thinking, all limit success. When stakes are high, this lack of alignment can create quite a mess.  Though recovery from such setbacks isn't usually a problem, if there's a preventable Continue Reading ...

Anger Management Self-Assessment

How often do you find yourself using these five strategies for dealing with anger? Rate each statement on the left using a scale from 1 to 10 (1 = never, 10 = every time): Score Approach Increase Decrease DIRECT: I get angry and decide to "go off" (express anger or the fact that you are angry) right on the spot. REFLECTIVE: I take time to reflect on Continue Reading ...

Difficult Behaviors at Work: Part 3

I Hate It When You Do That! (Do what?) By Daniel Robin Dealing with difficult people (or, more precisely, consultant-speak "behavior") begins with identifying and naming that which is so exasperating – you know, the types of behavior that drive you nuts, that trigger a strong reaction in you. Think, for a moment, about the people around you, and notice any behaviors that push your buttons. Continue Reading ...

Workplace Power Dynamics: Part 2

Fun Things to do with Power By Daniel Robin Last article kicked around the dynamics of interpersonal power; this one applies these dynamics in some sticky situations. Because power is a central issue in working out disputes, this theme will culminate some loose ends that when mushed together can be used to gain leverage, cooperation and results. Two of the toughest situations are when the other Continue Reading ...

Leadership in Action Series: Part 2

The Quest for Making High-Quality Mistakes By Daniel Robin A friend recently reminded me that it isn’t our mistakes that define our character, pilule it’s what we do in response to them that matters. A so-called "high-quality" mistake is one that leads to new awareness, ampoule an important discovery, or increased resolve to do better from this moment forward. Take no prisoners on island "oops, Continue Reading ...

Seven Attitudes to Dissolve Conflicts

By Daniel Robin If you notice yourself getting dug in or angry in the face of differing views, ailment ask for a time out and step out of the content for a moment and notice if you are presently moving toward your true goal. If not, sovaldi or if the situation is just getting too uncomfortable, check to see which of the seven strategies shown below would be most helpful Continue Reading ...

Seven Steps to Handling Interpersonal Differences

Keys to Negotiating with Power and Grace By Daniel Robin Make no mistake: resolving differences through negotiation is not a logical, linear process. However, this model can serve as a framework for staying on track and learning how and where things go wrong. These seven steps progress from how you might want to begin an effort to resolve differences to how you'd want to complete that effort. Continue Reading ...

When to Engage, When not to Engage

by Daniel Robin Ever notice that with some people you can sit and rationally discuss how differently you see things, and nobody gets hurt? It might even be fun! Yet, with others, particularly those closest to us, the small stuff quickly becomes big stuff. What makes the difference? When you think back on the successful disagreements you've had in your life (you know, the ones that ended without Continue Reading ...

Giving Workplace Negativity a Sustainable Lift: Part 3

Ending the Blame & Shame Game -- part 3 of 3 By Daniel Robin "You did it again! How many times have I told you that it is not okay to socialize with your workers … you’re in charge here, and being seen as ‘Mr. nice guy’ undermines your authority." The boss has spoken. "I don’t ‘socialize’ with them … we just talk, Bob explains. "Plus, you and I go to lunch sometimes … why Continue Reading ...