Category: Leading Edge

Leading Edge – Volume 37 – Difficult People: Listening

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Dealing with Difficult People-Listening

The first, and most important step, in dealing with difficult people is to listen to them. Complete and uninterrupted listening is needed to remove the emotionalism and allow you the space to provide solutions later. Creating boundaries is also needed to keep the interactions civil and acceptable.

  • Listening is a Critical Element of Dealing with Difficult People
  • Listening Must be Focused and Uninterrupted
  • Avoid Jumping In to Fix
  • Keep Boundaries and Don’t Accept Abuse in Listening
  • Sometimes Listening is All That is Required

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Leading Edge – Volume 36 – Difficult People: Self-Management

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Dealing with Difficult People-Self Management

  • Managing and Mastering Our Own Reactions Contributes Greatly to Success with Difficult People
  • Practice the 3 Second Pause Before Engagement
  • Ensure Self-Talk is Positive and Keeps You Calm
  • Remember a Reaction will Shift Power to the Difficult Person

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Leading Edge – Volume 35 – Dealing with Difficult People

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Dealing with Difficult People-Introduction

  • Difficult people exist in all facets of our work and life. They can be customers, team members, bosses, peers and family members.
  • Not all difficult people can be saved or turned into fans. Our job is to mitigate who we can with a consistent application of skills and self-mastery.
  • The cost and risk associated with difficult people is large. Organizational impact can be measured in time and weighted salary dollars dealing with problematic team members and customers.
  • The degree of impact we have with difficult people varies by our relationship with them and the role they play in our lives.

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Leading Edge – Volume 34 – Mentoring: Summary and Conclusion

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Focus on Mentoring-Summary and Conclusion

  • Aegis Learning facilitator Matt Zobrist continues his series on mentoring.
  • The mentoring focus must always remain on the benefits to the person being mentored and his or her needs.
  • Communication is key along with building strong, trusting relationships.
  • Successful mentoring will provide organizational benefit, value to the mentee and build a legacy for the mentor.Beginning next week, a new series,

    Dealing with Difficult People

    debuts featuring Tim Schneider. After that, we will be breaking some new ground with Relational Intelligence. Aegis Learning is committed to provide useable and valuable information to our customers and friends.

 

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Leading Edge – Volume 33 – Mentoring: Overcoming Obstacles

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Focus on Mentoring-Overcoming Obstacles

  • Aegis Learning facilitator Matt Zobrist continues his series on mentoring.
  • The most common obstacle to mentoring is a perceived lack of time. Prioritizing the mentoring process and remembering the long-term value is important to overcome this challenge.
  • Unrealistic expectations for both behavioral change and timeline can also be common challenges.
  • Working in partnership between the mentor and mentee will ensure that obstacles and challenges are easily overcome.
  • Successful mentoring requires an incremental view of growth and not a giant, singular leap forward.
 

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Leading Edge – Volume 31 – Mentoring: Skills to Mentor

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Focus on Mentoring-Skills for Mentoring Success

  • Aegis Learning facilitator Matt Zobrist continues his series on mentoring.
  • Successful mentoring requires a unique combination of skills and the situational awareness of when to use particular skills with a mentee.
  • Effective communication, including hefty doses of listening are paramount to becoming a great mentor. Being clear in communication is also a must.
  • Encouragement type coaching is important to celebrate the successes and incremental improvement of mentees.
  • The emotional intelligence skill of empathy plays a significant role in mentor success.
  • Being or becoming a good storyteller will also serve the mentoring process well.
 

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Leading Edge – Volume 30 – Mentoring: Becoming a Great Mentor

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Focus on Mentoring-Becoming a Great Mentor

 
  • Aegis Learning facilitator Matt Zobrist continues his series on mentoring.
  • The mentoring relationship should be solid, deep and built on vulnerable trust.
  • Sharing challenges is an important part of the mentoring relationship.
  • The mentor should always examine motivations to ensure the best interests of the mentee are being served.

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Leading Edge – Volume 30 – Mentoring: Framework for Growth

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Focus on Mentoring-Framework and Choosing Candidates

 
  • Aegis Learning facilitator Matt Zobrist continues his series on mentoring.
  • Successful mentoring clearly documents the objectives and desired outcomes of the relationship.
  • A formalized approach to scheduling is needed for long-term success.
  • Journaling meetings and interactions aids in the learning and growth process.
  • Mentoring relationships should be chosen carefully for mutual benefit, fit and the ability to communicate effectively.

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Leading Edge – Volume 29 – Mentoring: Introduction

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Focus on Mentoring-Introduction

 
  • We welcome Aegis Learning facilitator Matt Zobrist to begin a multi-part series on the powerful organizational and personal tool of mentoring.
  • Mentoring is a relationship of mutual benefit that grows talent and provides succession planning opportunities for people.
  • The primary focus of mentoring is to grow leadership skills, organizational savvy and the relationships needed for success.
  • Mentoring is a long-term relationship and differs from standard coaching models because of depth and scope of the interactions.

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Leading Edge – Volume 28 – Healthy Workplace Conclusion

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Focus on Healthy Workplaces-Conclusion

 
  • Healthy workplaces are high performing workplaces that generate better results and have significantly higher levels of team member engagement and customer service.
  • Creating a healthy workplace requires a strategic and long-term approach. It is not a hodgepodge of skills or one-time seminars.
  • The commitment to create a healthy workplace must be shared by all leaders and consistent across all leadership levels.

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