PIHRA Scope - Winter 2008 - (Page 17)

“The problem isn’t me. It’s my report. He lies. He slacks off. His behavior is completely unprofessional. Last week he hung up on our biggest client! I can’t trust him. I hold high standards of professionalism and require that client care always comes ﬁrst. Frankly, I think that he is part of a rebel alliance trying to get me ﬁred.” People in conﬂict like to create narrative about what has occurred that’s easy to understand, such as good versus evil. While these story lines make for great fantasy, here in the real world it’s usually much more complex. Both sides probably have some atoning to do. However, there’s no disputing that the person with more ascribed power within has more ability to negatively affect others with his or her dysfunction. Sure you have to deal with all guilty parties, but when both parties are engaging in unsportsmanlike conduct, it’s usually wisest to put your primary effort into the person with the most ascribed power. The person with the most ascribed power enjoys more privilege, wields greater inﬂuence and therefore has more responsibility to bring his or her behavior under control. By focusing on this person, you accomplish more. People in positions of power impact many work lives. Helping these individuals to improve behavior changes the culture within their entire sphere of inﬂuence. This could mean tremendous return on the time and energy you invest. STEP THREE: ENGAGE IN MANY, SHORT MEETINGS FOCUSED ON CLEARLY DEFINED BEHAVIORAL CHANGES Giving someone a good talking to may feel like you’ve done something and it may even yield some short-term results. But substantial, qualitative change takes patience and a long time to create. Research indicates that in order to change the way we do something we literally have to rewire our brain. This takes time, patience and practice. The undesired behavior has been practiced many, many, many times over the course of the individual’s career. This means it has become automatic. It’s sort of like driving your car DYSFUNCTION continued on page 18 You should call us! because we know more people than you do. 818.817.7717 or, at least, check out our new website www.DirectHireAssociates.com 386882_DirectHireAssociates.indd 1 Winter 2008 PIHRAScope 17 e 6/19/08 4:54:00 PM http://www.DirectHireAssociates.com

Table of Contents Feed for the Digital Edition of PIHRA Scope - Winter 2008

PIHRA Scope - Winter 2008 Contents Message from the CEO What’s on the Legislative Horizon in 2009 HR Concepts Dysfunction Doesn’t Make Cents The Three R’s of Environmental Sustainability PIHRA Calendar Scope on the Districts PIHRA’s New Members Index to Advertisers

PIHRA Scope - Winter 2008

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