49 Insisting on a More Positive Attitude from a Direct Report
by Mark Levine, Stephen M. Pollan
Lifescripts, 3rd Edition
- COVER
- ACKNOWLEDGMENTS
- INTRODUCTION
- A DIALOGUE REQUIRES A BACK AND FORTH VERBAL EXCHANGE
- FACE‐TO‐FACE IS ALWAYS BEST
- LOCATION, LOCATION, LOCATION
- STEER THE CONVERSATION
- SAY WHAT YOU NEED TO SAY
- AVOID, ABSORB, AND DEFLECT ANGER
- TAILOR YOUR APPROACH BASED ON DEMOGRAPHICS
- MAKE SURE YOUR COMMUNICATION IS MULTICULTURAL AND GENDER NEUTRAL
- A FINAL THOUGHT
- I: Lifescripts
- 1 Meeting Your New Supervisor
- 2 Asking Your Supervisor for a Raise Outside of the Annual Review Process
- 3 Having Your Pay Cut
- 4 Asking Your Supervisor for a Salary Advance
- 5 Asking Your Supervisor for a Promotion
- 6 Asking Your Supervisor for Help with Your Workload
- 7 Asking Your Supervisor to Be Involved in Projects That Provide Greater Exposure
- 8 Asking Your Supervisor for Time to Shadow in Other Departments
- 9 Asking Your Supervisor for More Responsibilities
- 10 Your Responsibilities Are Increased, but Not Your Pay
- 11 Turning Down an Assignment
- 12 Asking Your Supervisor for Relief from a Project
- 13 Asking Your Supervisor for a Deadline Extension
- 14 Asking Your Supervisor for a Transfer
- 15 Asking Your Supervisor for More Staff
- 16 Your Staff Is Cut
- 17 Asking Your Supervisor for a Budget Increase
- 18 Your Budget Is Cut
- 19 Going over Your Supervisor's Head
- 20 Asking Your Supervisor If You Can Work from Home
- 21 Asking Your Supervisor for a Schedule Adjustment to Accommodate School
- 22 Asking Your Supervisor for Clearer Directions
- 23 Asking Your Supervisor to Stop Micromanaging
- 24 Breaking Bad News to Your Supervisor
- 25 Explaining Rapid Staff Turnover to Your Supervisor
- 26 Warning Your Supervisor of a Potential Client or Customer Problem
- 27 Warning Your Supervisor of a Potential Vendor or Supplier Problem
- 28 Apologizing for a Misdirected Email to Your Supervisor
- 29 Defending an Expense Report to Your Supervisor
- 30 Defending Your Own Performance from Criticism
- 31 Putting an End to Verbal Abuse from Your Supervisor
- 32 Putting an End to Unjust Criticism from Your Supervisor
- 33 You're a Company Icon Being Terminated
- 34 You're Terminated by a Friend
- 35 You're Terminated When Close to Retirement
- 36 You're Terminated When You Have a Personal Burden
- 37 You're Terminated, but Are Asked to Remain Available
- 38 You're Asked to Become a Part‐Time Employee
- 39 Asking Your Supervisor for a Job Recommendation
- 40 Negotiating Severance with Your Supervisor
- 41 Giving Notice to Your Supervisor
- II: Lifescripts
- 42 Meeting Your New Staff
- 43 Responding to a Direct Report's Raise Request
- 44 Responding to a Direct Report's Promotion Request
- 45 Responding to a Direct Report's Request for Time Off
- 46 Responding to a Direct Report's Request to Hire Their Child
- 47 Denying a Direct Report's Vacation Request
- 48 Responding to a Direct Report's Request for a Schedule Adjustment
- 49 Insisting on a More Positive Attitude from a Direct Report
- 50 Insisting a Direct Report Show More Awareness of Ethical Issues
- 51 Insisting a Direct Report Show More Respect for Diversity Efforts
- 52 Insisting a Direct Report Improve Their Appearance
- 53 Insisting on Better Hygiene from a Direct Report
- 54 Putting an End to a Direct Report's Personal Telephone and Internet Use
- 55 Dealing with a Direct Report's Repeated Lateness
- 56 Putting an End to a Direct Report's Procrastination
- 57 Correcting Repeated Mistakes by a Direct Report
- 58 Insisting a Direct Report Improve Their Voice Manners
- 59 Putting an End to a Direct Report's Personal Use of Equipment
- 60 Requesting Better Meeting Manners from a Direct Report
- 61 Dealing with Criticism a Direct Report Posts on Social Networking Platforms
- 62 Questioning a Direct Report's Expenses
- 63 Delivering a Critical Performance Review to a Direct Report
- 64 Reducing the Size of a Direct Report's Staff
- 65 Reducing the Size of a Direct Report's Workspace
- 66 Apologizing to a Direct Report for Your Own Behavior
- 67 Apologizing to a Direct Report for Unintended Gender Insensitivity
- 68 Apologizing to a Direct Report for Unintended Cultural Insensitivity
- 69 Extending a Direct Report's Responsibilities Without Increasing Their Pay
- 70 Increasing an Entire Staff's Hours but Not Their Pay
- 71 Turning a Full‐TimeDirect Report into a Part‐Timer
- 72 Cutting an Entire Staff's Pay
- 73 Cutting an Individual Direct Report's Pay
- 74 Sending a Voluntary Termination Hint to a Direct Report
- 75 Terminating aFriend
- III: Lifescripts
- 76 Tattling on a Peer to Your Supervisor
- 77 Telling Your Supervisor That Someone Else Took Credit for Your Idea
- 78 Asking Your Supervisor for Help with a Problem Peer
- 79 Asking Your Supervisor to Help When Another Department Oversteps Their Bounds
- 80 Suggesting Less Drinking to a Coworker
- 81 Putting an End to Backstabbing by Direct Reports
- 82 Putting an End to Harassment by a Coworker
- 83 Putting an End to a Direct Report's Gossiping
- 84 Putting an End to a Direct Report's Brownnosing
- 85 Putting an End to a Direct Report's Flirting
- 86 Suggesting BetterHygiene to aCoworker
- 87 Putting an End to aCoworker's ChronicInterruptions
- 88 Putting an Endto a Coworker's Dishonest Behavior
- 89 Asking a Coworker to Treat Your Staff with More Respect
- 90 Asking a Coworker to Stop Backstabbing
- 91 Refusing to Lie for a Coworker
- 92 Putting an End to a Coworker's Romantic Overtures
- 93 Asking a Coworker to Stop Gossiping
- 94 Asking a Coworker to Come in Earlier and/or Stay Later
- 95 Asking a Coworker to Improve the Quality of Their Work
- 96 Correcting a Coworker's Mistakes
- 97 Putting an End to a Coworker's Pilfering
- 98 Asking a Coworker to Accelerate Their Work
- 99 Asking a Coworker to Redo Their Work
- 100 Requesting Better Meeting Manners from a Coworker
- 101 Deflecting a Coworker's Probes for Personal Information
- 102 Asking a Coworker to Stay Within the Bounds of Their Role
- 103 Asking a Coworker to Cover for You
- 104 Asking a Coworker to Switch Vacations with You
- 105 Apologizing to a Coworker for a Misdirected Email
- 106 Apologizing to a Coworker for Unintended Gender Insensitivity
- 107 Apologizing to a Coworker for Unintended Cultural Insensitivity
- 108 Helping a Coworker Set More Realistic Goals
- 109 Telling a Coworker Their Job May Be in Danger
- INDEX
- END USER LICENSE AGREEMENT
49
Insisting on a More Positive Attitude from a Direct Report
STRATEGY
While it's good to have at least one skeptic on your staff to keep everyone else honest, a constantly gloomy employee can cast a shadow over an entire department. This is definitely a problem but one that needs to be handled without too much fuss. After all, the more drama surrounding the dialogue, the more opportunities for the employee to spin out their negativity. Keep the conversation short and sweet. Humor can help lighten the tone. However, make sure you get your message across.
TACTICS
- Attitude: This is important, but it shouldn't be a major drama.
- Preparation: Don't worry about compiling a list of examples that will only lead to a debate over the merits of the negativity. Instead, present it as an overall perception.
- Timing: Do this as soon as possible after a negative comment.
- Behavior: Call the individual into your office. Sit down with then, out from behind your desk if possible to recreate a warmer atmosphere. Smile and try to make them feel comfortable.
ADAPTATIONS
This script can be modified to:
- Tell a friend or family member to be more positive.
KEY POINTS
- Make the dialogue short and sweet.
- Be as warm and friendly as possible.
- If they accept the criticism, offer encouragement.
- If they continue to demonstrate the behavior, put them on notice.
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