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Career Counseling, Self Development, Skill Enhancer => Career Growth & Self Development => Workplace Behaviour => Topic started by: mim on April 27, 2019, 01:33:55 PM

Title: How to Confront Your Fears with Difficult Colleagues
Post by: mim on April 27, 2019, 01:33:55 PM
How to Confront Your Fears with Difficult Colleagues

(https://lizkislik.com/wp-content/uploads/2014/07/confront-fear-colleagues.jpg)

Some mid level and senior executives are perfectly comfortable holding their staff members accountable for their responsibilities, but they get flummoxed when a peer is unenthusiastic, uncooperative, or downright obstructionist.

These execs may not perceive it as their job to correct or manage a colleague. They wonder, in disbelief, “Isn’t everyone supposed to know how to behave both responsibly and collegially?”

But that stance is unrealistic. The higher in the organization you go, the more likely it is that you’ll need to manage both across and up — even if you only have potential influence and no authority.

But when a colleague is behaving badly, and the C-level either isn’t catching on or isn’t taking action, what can frustrated peers do on their own to ensure that the work gets handled and the organization continues to make progress?

Facing the Fear

Most managers don’t see themselves in the role of whistle blowers and don’t want to be characterized as any kind of tattletale. These are inherently awkward roles. So the first step in figuring out how to take action is often identifying and acknowledging the fears and anxieties that naturally come up.

It’s easier to deal with the fears and move forward once you’ve really examined the emotional responses that might be holding you back. These concerns tend to fall into three main categories; see which of these matches your feelings.

Anxiety that I don’t have the standing for a confrontation:


Concern that taking any action will backfire:


Worry about the future (not even particularly for my own sake):

These are all legitimate concerns. In many organizations, the messenger, sadly, does get shot — or sidetracked, at the very least.

Doing What Needs to Be Done

Once you’ve identified your own unease about addressing your difficult colleague directly or going to your management with your concerns about organizational dysfunction, you can make a plan for conducting the tough conversations themselves.

Source: LizKislik ASSOCIATES