Managing interpersonal issues in the workplace

Often the way we approach difficult characters in the office sets us and them up for failure. Here are some new approaches that managers can take to get the best out of everyone.

I was chatting to one of my clients, Alex Myers, CEO of Manifest Group, last week and he made a really important comment about when things go wrong in the office. He said:

"People aren't usually the problem. Everyone needs to move away from that mindset."

I loved it. And it put me in mind of this excellent Harvard Business Review article by Amy Gallo on managing interpersonal issues in the workplace.

Often the way we frame things in our own heads creates a problem that isn't necessarily there. As a coach, I see it all the time when working with limiting beliefs.

Amy's work with Susan David, Ph.D. suggests there are a few steps leaders can take when holding meetings with 'difficult characters'. If you take a coaching mentality:

1️⃣ Assume change is possible - don't go into a conversation thinking a person can't or won't respond as needed or you're setting them up for failure
2️⃣ Take a different perspective - consider who gets on with the person and attempt to see the individual through their eyes
3️⃣ Prepare appropriately - take time to manage your feelings in advance. Acknowledge any potential biases and set these aside so you can go in with an open mind
4️⃣ Create a psychologically safe environment. Give up the need for the person to see things exactly your way so you can have a proper, even discussion
5️⃣ Help the person find their own evidence-based strengths to build their confidence
6️⃣ And last but not least trust process and don't get hung up on trying to control things

If you're looking for executive coaching for you and your team, hit me up.

This photo is of me on the far right standing with the fantastic Manifest regional leadership team, who run studios in the UK, Sweden, US and Australia.