Managing Challenging Personalities
by Howard Freedman, CPP - President of Financial Aid Consulting
Their names are different, but they exist in every organization. They are the coworkers and customers with personalities and behaviors that try our patience. Although no two are exactly alike, there are personality types with similar characteristics that we can be prepared to face. Understanding each type will help us better handle difficult situations and improve our customer service. Here are a few of the more common personality types that you may encounter and tips on how to effectively deal with them.Attackers
You cheerfully answer the phone only to be greeted by an irate voice. You feel as if you are under attack. Your heart tells you to fight back, but your head tells you to take control of the situation. Here is a strategy that can get you there.
First, take a deep breath and try to relax. Acknowledge the caller's feelings and ask how you can help. After establishing an understanding of the problem, agree with the caller on a solution. End the conversation positively, regardless of your feelings. Most importantly, follow through on the agreed upon solution and inform the caller when the issue is resolved.
The key to dealing with angry customers is to let them know that you are listening to them and are committed to helping them resolve their problems. This doesn't mean you have to admit fault or agree with their assessments of the situations. It just means that you must acknowledge that they feel they have legitimate problems and work with them to craft solutions that are agreeable to both of you.Evaders
When you question a colleague about an unpaid disability check, he changes the subject. The angry employee who is looking for the check has threatened to call the company president if you don't come up with an answer quick.
Here's what to do. Be direct and ask your colleague for the precise information that you need. Acknowledge that he has been helpful in the past and avoid finger pointing. Make your coworker responsible for getting the work completed and confirm the agreement in writing (e-mail is ideal) so that he cannot evade the issue. Finally, agree on a procedure to prevent the problem from recurring.Procrastinators
You asked your boss weeks ago if you could attend a payroll conference, but never got an answer. The problem is either that your request was not a priority or she is afraid to tell you the bad news. The clock is ticking and you need an answer before the registration deadline.
Help your boss understand the necessity of a timely decision by letting her know about registration deadlines, late fees, etc. When making or renewing your request, focus on how the conference will help the company rather than you individually and ask if she needs more information. If you sense that the answer is no, make it easier by asking her to be straight with you and be prepared to compromise. For example, you may offer to stay in a less expensive hotel or forgo a rental car. If your request is still under consideration, give her the final date that you can register. Finally, accept the outcome even if you don't like it.Pessimists
You have a great idea that can save the company millions. Your pessimistic coworker insists your idea will go nowhere. You need his support in order to prepare a comprehensive presentation for your manager.
Although you may disagree, let your coworker know that you value his opinion, but don't be persuaded by opinion alone; ask that he give you facts to support it. Once all of the facts have been gathered, compare your view to that of your coworker. If you still believe in your idea, try to get his buy in and make him part of your team. If he just doesn't share your vision, move on and try to get the support you need elsewhere.The Know-It-All
You are at a meeting with several other departments. The chairperson asks for payroll's point of view. You start speaking and are interrupted by Ms. Know-It-All.
When someone butts in, ask for the courtesy to speak without interruption, then establish the ground rules for discussion. Further, ask that comments be based on actual versus conceptual data. Challenge naysayers to present counterproposals (for the benefit of the company and not for one department) or a joint proposal with a deadline. Finally, allow the team to decide on the outcome.Freezers
You are thinking about modifying some of the workflows in your department and you want to get the input of an employee who will be affected by the change. However, the employee simply says "whatever you want to do is fine."
In order to solicit valuable comments from such an employee you must establish a more open, ongoing relationship. Make it clear to the employee that you value her opinion by casually asking for her input on a variety of issues. Be sure that your questions are open ended and require more than one word answers. If your questions still illicit little response, let the employee know that you will interpret silence as agreement.
Payroll Guide Newsletter, 02/08/2002, Volume 61, No. 03
