Leader-Coach has a Problem Steps for Resolution

 

1.        Gather the data and information

 

2.        Explore the Difference and Identify Problems

 

3.         Sharpen the Difference or Agreement

 

4.         Identifying and Exploring Solutions

 

5.        Get Commitment – Identify Action Plan – Follow-Up Steps

 

 

 

Behavioral scientists today strongly advocate the use of a counseling and participatory communication model that minimize emotional elements (defensiveness, fear, anger, etc.) of conflict.  The PlusOne Performance Participatory Problem Solving approach forces the employee to look at weaknesses, areas in need of improvement, or manager’s problems or suggestions for change in more productive, objective and non-defensive manner.  This application of a more directive and problem-solving coaching model is used to arrive at collaborative solutions and agreements for communication, productivity and interpersonal issues.

 

In such cases, the goal is to find the best solution not a win/lose response, not a compromise, but a win/win solution – so that both parties leave the discussion with commitment to change because a possible solution has been found to their disagreement.

 

To help accomplish this kind of true commitment, agreement, and participation we have developed an extension of the Problem-Solving/Win-Win approach to handle resistance to change, clarifying problems, focusing on agreements and disagreements and arriving at mutually agreeable solutions.

 

Application of the Problem-Solving Model when Facing Resistance

 

In order to gain agreement or to help one individual to get another to change their mind or opinion, somehow the other person must internally – come to understand that the manager

is not simply being arbitrary, but is concerned with the employee’s performance. In this process, the manager assertively confronts a a performance problem so as to develop a plan for corrective action which is best for both the employee  and the organization.

 

In order for this approach to be successful, the manager must have the desire to obtain full acceptance and commitment from the employee. In achieving this end, the boss must attempt to understand the employee’s attitudes, feelings, and opinions while keeping in mind the business objectives. In so doing, however, the manager incurs the risk of being shown that he/she is wrong, or that the original evaluation or plan has flaws.  The manager must always be open to change and be flexible in trying to mutually develop a meaningful and consistent plan for solving the problem.

 

In view of the above comments, it should be clear that it takes a strong individual to operate in a participative manner, particularly in conflict situations.  Once the door is open to the opinions and ideas of others, the advisor could be put on the defensive.  The secret of success in influencing another person lies in the advisor’s ability to avoid becoming defensive when attacked or challenged.  People who lack self-confidence will find this difficult.  Those who are successful in using a participative/sin-sin style are usually characterized by a high degree of maturity and a high level of self-assurance, openness to change, and concern for others.

 

A refinement and more subtle use of the Problem-Solving Approach begins once the other person has said “no” or indicates he/she does not know how to change or improve his/her situation or come up with a developmental plan.  Of course, people often say “no” without using the word.  Watch for non-verbal clues.  In fact, any response that is not positive must be dealt with as if it were negative, in the sense that the manager must understand what the problem is and look for mutual ways to solve it.

 

 

Once someone indicates “no”, an influencer has two options, either respond by providing additional data (through the tell/sell approach) in an effort to overcome the objection, or say, in effect, “yes, but”.  This response will lead to an argumentative or Win/Lose posture.  Or, instead of coming back with the counterargument, the advisor can ask an exploratory question or restate the problem or try to clarify his understanding of the other person’s position or feelings.  The second approach is the start of the process of how to handle resistance to change in applying the Problem-Solving Approach.

 

1.  Explore the Difference and Identify Problems:

 

As soon as the advisor gets a negative response to the question, “what do you think of this approach, or how does that strike you?  He/she could avoid offering additional information and attempt to understand the other person’s point of view.  He must use empathic and active listening.  This can be achieved only by good questioning, by trying to draw out the other person so that the other person begins to discuss overtly his/her position.

 

2.  Sharpen the Difference or Agreement

 

Once the other person’s point of view is understood, it is then possible for the advisor to point out the differences between the two positions and to test the extent to which he/she has understood the problems being expressed or felt by the person.  An easy way to do this is to summarize his/her perception of the whole situation.  The advisor might say, “Let’s see where we stand”, “as I understand it; you agree to A, B, C, and D, but we are still apart on E and F.  Is that right?”  Once the differences are sharpened in this way, one of two things will happen.  The other person will say, “yes, that’s right,” in which case they can move on to Step 3.  At this point, the advisor has the other person’s acknowledgement that he understands the problem, a good starting point for agreement and developmental planning.

 

Or the other person will clarify the situation by saying, “No, that’s not exactly right; there are some other problems here….,”  which is a signal to the advisor that he must go back to Step 1 and explore these differences further.  When the advisor feels he now has an understanding of the other person’s point of view, he/she can again test and sharpen the differences and begin mutually identifying solutions.

 

3.Identifying and Exploring Solutions

 

Once the two parties agree on what their differences are, the advisor can help bring about a resolution by creating a climate in which the other person begins to weigh objectively the advisor’s ideas or recommendations.  The advisor does this by encouraging development of alternatives.  The advisor can say, “If this isn’t appropriate, suppose we identify some other solutions or plans.  What could they be?”  in offering alternatives, the advisor need not compromise his/her postion.  The advisor can even offer alternatives that are more favorable to he/her point of view.  The main point is that the other person has an opportunity to weigh the original proposal as well as present any other alternatives.  In this process the person often accepts the advisor’s original position or revamps his original thinking and position because he/she is now looking at it a reasonably objective and non-defensive manner.

 

If a proposal for change has merits of its own, the employee may convince himself that this is the most desirable course of action after reviewing other possibilities.  If the original proposal comes from the employee this is even better.

 

The coach needs to recognize that relying on themselves for most of the problem solutions can cause more dependency and sabotage on the part of the employee; instead, help the other person develop alternatives.  The advisor can say, “How can we approach this so that the proposal will be more acceptable to you?”  Or “What are your ideas for solving these problems?”

 

6.        Get Commitment – Identify Action Plan – Follow-Up Steps

 

Once the alternatives have been stated, the advisor’s role becomes one of creating a situation in which the other person can think through the various alternatives.  The objective here is to help the person select the one which he/she is convinced, in his/her own mind, is best.  In a sense, we are creating a climate in which the other person sells himself/herself on the idea.  Since the person has convinced himself/herself of what the best option is, the commitment to change that the advisor sought is usually obtained.

 

When agreement is obtained, it is then important to proceed immediately to establishing the next steps to be taken.  This final step will set the agreed upon dates and follow-up activities to help set the developmental planning process in motion; this is crucial to solidifying the developmental plan.  Remember, the essence of being a Leader-Coach is action and results.