M7D1 Dealing with Difficult People

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Excelsior University *

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222

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Communications

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Jun 5, 2024

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docx

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2

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Dealing with difficult people at work is one of the hardest part of being a leader or being in charge of that person. You need to build another communication skill that is not common. According to Guffey there are seven Evaluations and Criticism in the Workplace. 1. Listen without Interrupting – This mean to pay close attention to what the speaker wants to say without interrupting until he completes the message. 2. Determine the Speaker’s Intent – This mean knowing what the speaker wants, and why both of you are having that conversation. 3. Indicate You Are Listening – This mean letting the speaker know that you are listening with actions, like eye contact, taking notes or nodding your head. 4. Paraphrase – This mean taking the message and changed into your own words. This would clarify and acknowledge that the receiver understood the message. 5. If You Agree – This mean giving a feed back agreeing with the message receive. 6. If You Disagree – This mean bring back what you think was wrong of the message received in a professional manner. 7. Learn from Experience – This mean that every person is different, and the approach should not be the same to everyone, so from every experience you as a speaker or receiver you should learn. (Guffey, M., 2008). Stefan was worry all the time because Vijay isn’t a good listener. He was trying to figure out how to address him in different ways. He did not know if it would be a good idea to address him during dinner or wait for later. At the end, Stefan said a good way to address the situation. He said that he would ask Vijay about his goals and then he would address the situation the next day. I would do the same. Ask about his goal and listen without interrupting. I will let him know that I am listening by paraphrasing his goals. The next day I will meet him at the company and
have a talk about his goals and his performance. Everything would be addressed in a professional manner, respecting his point of view, and presenting solutions to the problems present at the firm. Reference Goel, A., Raina, I., & Olson, E. (2013). The unmanageable star performer (Links to an external site.). Harvard Business Review, 91(5), 141-145. Retrieved from http://vlib.excelsior.edu/login? url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=87039887&site=eds- live&scope=site Guffey, M. (2008). Evaluations and Criticism in the Workplace . [PDF file]. Retrieved from https://scholarworks.gvsu.edu/cgi/viewcontent.cgi? filename=15&article=1013&context=books&type=additional
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