Enable Others to Act Flashcards
“Decision-maker Factors” (trustees = the people being trusted):
“The Decision to Trust” by Robert Hurley (2006)
Level of risk tolerance – ability to take on risk
Spend more time explaining options
How well-adjusted is he or she? – outlook (world is great / high confidence OR see threats / not confident) determines time
Be patient; just takes longer to build trust sometimes
How much relative power does he or she have? – if you can punish / sanction another = more likely to trust (CEO to VP, CEO trusts VP)
Provide choices when possible
“Situational Factors”(trustees = the people being trusted):
“The Decision to Trust” by Robert Hurley (2006)
How secure do the parties feel? (higher stakes, less likely to trust)
Find ways to temper the risk
How many similarities do they share?
Use the word “we” instead of “I”
How well-aligned are the parties’ interests? (Whole Foods CEO refuses extremely high pay in relation to pay of employees, aligned interest)
Focus on the overarching vision/goal
Does the trustee show benevolent concern (will they risk their reputation for you)?
Take actions that demonstrate a genuine concern for others
Is the trustee capable?
Acknowledge areas that need improvement & compensate by sharing or delegating responsibilities
Has the trustee shown predictability and integrity?
Under promise and over deliver / if you can’t fulfill promise, explain why honestly
Do the parties have good communication?
Increase the frequency and candor of communication
Increase the frequency and candor of communication
• How to Motivate Your Problem People” by Nigel Nicholson (2003)
Step 1: Create a rich picture – understanding the big picture (what drives the person, what obstacles are currently demotivating) – get lots of information
• Have informal meetings, figure out what role you play in the problem, analyze the context of the situation
Step 2: Reframe your goals – switch from one predetermined solution to an array of possibilities (person was doing X, but I want Y… well maybe we can change Z and it will improve X) – still have a bottom line though
Step 3: Stage the encounter
• Pieced together picture of the person and situation
• Reevaluate what you hope to get out of person
• Have a formal, face-to-face conversation
o Hold on neutral ground
o State it will take a bit of time (1hr)
o Tell employee a day in advance (no prep needed)
o Sit at a right angle
o Actual meeting:
Affirmative assertion: start with soft-hard discussion of employee’s past/future value, that you want this meeting to benefit both parties, and describe situation clearly
Leverage questioning: using information gathered about employee, probe into and genuinely question (getting contrary views are good)
Moment of truth: some agreement has been made and a beneficial option is present; you cannot continue this way comes into play
The Seven Hazards in Handling Problem People
The Mulberry Bush Chase – keep going around, nothing changes
The Huckster Hazard – “tell and sell” convince of your position
The Ignorance-Is-Bliss Syndrome – clueless/don’t care about problem
The Self-Centeredness Trap – viewing behaviors from only your view
The Hanging Judge Tendency – “I have moral high ground”; judging
The Monochrome Vision – not looking for redeeming features
The Denial Danger – dismissing how someone perceives you
