by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : June 15, 2015
TOM BAYBROOK is managing partner at Marbrook Partners. Commentary | TOM BAYBROOK Consider the micromanager — the one who checks on progress frequently, demands too much of people’s time, treats every problem as a crisis and generally makes the team miserable. How do you handle working with that type of difficult personality? One of the complexities of working for a living is dealing with people who irritate you. They can be bosses, peers, employees or customers. Assuming that, like most people, you have not won the lottery recently and have limited immediate options for simply walk- ing away, you must find a way to deal with difficult personalities at work. A number of coping mechanisms come to mind, including avoid- ance, placation, cajolery, confron- tation, behavior modification or plain old endurance with the hope that the person will change over time. Those approaches, however, are negative to neutral, and they generally result in making the situ- ation worse or, at best, support the status quo. Why not take a more positive approach? Assume, for the moment, that most people want to be success- ful and do a good job. Let’s also assume that most people do not wake up in the morning plan- ning to irritate you. Of course, a few people will fall outside those norms, but usually they do not stay in one job or place very long, so we’ll discount them. But even those people who fall within the norms have differing work values, management styles and personalities. The result might be an unhappy work environment. Whether you are the manager, the managed or a colleague, how do you handle those situations? Start with the premise that everyone has a contribution to make. Your job — whether you manage up, down, across or out- side the organization — is to deter- mine what a person’s most impor- tant contributions are and try to take advantage of those strengths. By focusing on contribution, you establish a productive work environment and build a pathway to success while limiting areas of irritation. People generally like to do what they are good at, and they will excel at those activities, so identify their best traits and push them in that direction. “Even my boss?” you might ask. Yes. Consider those irritating, demanding management types mentioned above. What are their strengths? If a manager is good with customers, send her on the road. If another is highly analytical, sign him up for technical reviews. If she’s a nitpicking editor, give her a lot of material to edit. Whatever the strength is, get the colleague in question pointed in that direction. Will there be a 100 percent improvement? Of course not, but life will be measurably better for everyone. Likewise, determine the princi- pal contributions of each of your employees, peers and customers, and focus on what they do best. Know their weaknesses as well, and avoid setting them up for fail- ure. Do not depend on them to do well what you know they will not. Managers can still give employ- ees stretch assignments but should not leave them on their own. Understand that those assign- ments will take extra guidance and follow-up. One of managers’ key responsibilities is to help people succeed. What if that approach doesn’t work in a particular case? What if someone truly is outside the norm? Do it anyway. You will fare bet- ter trying the positive approach rather than continuing with a cop- ing mechanism. And if the positive approach doesn’t work, you’ll then be justified in concluding, “It’s not me — it’s you!” n It’s not me, it’s you Handling difficult people at all levels starts with taking a more positive approach to the challenge People generally like to do what they are good at, so identify their best traits and push them in that direction. 14 June 15, 2015 FCW.COM 0615fcw_014.indd 14 5/22/15 9:19 AM
May 30, 2015
June 30, 2015