Six tips for holding a senior colleague accountable.
| SEPTEMBER 14, 2022 • VOL. 20 ISSUE 37 | | | Hi John,
Imagine this: you have a coworker who talks down to others, interrupts, and challenges decisions, and this person is your senior. What do you do?
Today’s Q&A offers a few ideas.
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| | CRUCIAL CONVERSATIONS FOR ACCOUNTABILITY
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| | HOW TO CONFRONT BULLYING BEHAVIOR AT WORK
| | by Brittney Maxfield |
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| | I work with a senior employee who is passive-aggressive, interrupts the boss, pontificates, challenges direction he does not agree with, and diminishes team morale. I’d like to talk with him about this, but not sure how to begin or what to say. Can you help?
Signed,
Fed Up |
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| | | | Do you know the adage “You can choose your friends, but you can’t choose your family”? Well, for the most part, the same goes for your coworkers.
At work we are thrown into teams and cohorts of people that perhaps we’d never choose to hang out with on the weekend, or at all for that matter. And yet, despite a lack of affinity for these people, you’re required to not only get along with them, but also work with them to accomplish important projects. As if the work you were required to do wasn’t challenging enough, throw in diverse personalities, unique experiences, and bad behaviors, and it’s a miracle any work gets done at all.
This is exactly why we call our skills crucial.
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| | | | | | OCT 24–28 | | CRUCIAL CONVERSATIONS® FOR ACCOUNTABILITY | | Join us live online and learn how to:
Master performance discussions. Manage projects without taking over. Reach alignment when stakes are high and opinions vary. Strengthen trust and reliability. Apply multiple sources of influence. Improve relationships and results.
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| | | | | | Motive precedes message. When your motive is genuine and seen as mutual and long term, the other person is very likely to hear you. | | | | | |
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