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When you have a difficult employee who is challenging you, learn to relish this as an opportunity to grow others and yourself in the process.
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31 |
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To be able to best manager the mavericks, cynics, divas and other difficult people and situations, we have to first change our frames of reference in how we think about them.
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34 |
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Exceptional leaders know that when encountering some behavior or action that appears unacceptable, their first thought should be to wonder what they don’t understand about the person and the communication process.
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35 |
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The exceptional leader believes that when someone is causing problems it is not the person’s intention to cause problems.
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37 |
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The final key to the exceptional leadership power to transform the troublesome to the tremendous is to take ownership of your leadership power.
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48 |
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To deal with issues you first must be aware that they exist.
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53 |
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The way you conduct yourself in listening and responding will build the foundation of trust.
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55 |
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When you do hear about trouble, first ask what the person is doing about it. Then ask for suggestions on how you can help.
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56 |
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As W. Edward Deming and many others have said, ‘Trust but verify.’
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58 |
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…data is almost always correct. It is important to go deeper when the story and the data do not match.
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58 |
