Pressure from above
The services offered by Mustermann are anything but pattern-wise, dates are kept so tightly that it is often uncertain whether it works. Otherwise, Mustermann is mainly noticeable by inconspicuousness. Monday's sick Monday after home games of the favorite football club piled up.
Hannes kept telling himself that things would get better and that Mustermann would not confront it. Basically, however, Hannes has been putting off the crucial conversation for months. Now it is time. Hannes' superior got wind of it and put him under pressure. "Actually, he shouldn't get involved," thinks Hannes. But Hannes is also - although superior - for his Chef a employee. "This is the hierarchy, there is still someone higher up."
Hannes prepares the conversation
Hannes has collected facts and has created a guide for the discussion with Mustermannn. How should he begin? Something small talk? That creates atmosphere. However, too much of it is not good, he has learned in training. You should not act too collegially when it is hard.
Hannes notes in key words: “Short small talk: weather always fits, ask if he is going skiing”. However, this shot can go in the oven. What if the employee hangs up and asks about a ski vacation? So a more innocent topic is needed. "How are you?" Not very creative and he doesn't care, but his boss always asks him that.
Just no interrogation!
Then to the problem: “I am here today with you…” that sounds too much like an interrogation, too dramatic. So more directly: “Mr. Mustermann” - that is somewhat formal, distant, Hannes shoots through his head. "Dear Mr. Mustermann". Exactly, that expresses appreciation, so it is in the mission statement. So: “Dear Mr. Mustermann, I am basically satisfied with you”.
No, Hannes doesn't like that. “Basically satisfied” sounds negative. Then he can immediately say: "I am dissatisfied with you." But that's pretty hard, like a slap in the face. Hannes is wondering how he would like it himself? Honest, frank, but without hurting, confronting, but keeping a good mood? Hannes is in despair. Should he give up his need for harmony in order to please his boss? Upset his employee to have even more problems afterwards? But if it continues like this, it won't work either.
Hannes recalls communication models
He is looking for guidance and discussion models in the seminar papers of the management training. Glasl, the seven escalation stages. These help to tackle a problem before it escalates. It is not so bad as to speak of escalation, would be exaggerated. Harvard model, integration in the conflict solution. Thus, the two-sided needs are recorded in order to meet them. For Hannes, this is too consensual and compromise-oriented.
There can be no question of needs, Mustermann simply has to work better. Hannes still finds GROW as a coaching model. Coaching sounds good and solid questioning techniques fascinate Hannes. Circular questions, questions about the inner map, hypothetical questions - that is the theory. Linking the GROW is then too complicated and does not seem appropriate.
After all, Hannes doesn't need to ask questions, but rather to tell Mustermann what is important to him. Then Hannes comes up with something else: communication. Hannes reaches the limits of his imagination when he uses the word “non-violent” in his documents. There can be no question of violence. And what if the other person no longer knows the feedback rules?
It is to be crazy. After two hours of preparation, Hannes gets a coffee. Mustermann is at the machine. He calls privately. Hannes looks at him in confusion, Mustermann looks back and asks: “Is something not right for you?”.
Hannes is angry and spontaneously escapes him "Yes, that you make private calls and don't work". Hannes must have looked very credible right now. Mustermann interrupts the conversation and goes to the workplace. Hannes is proud to have found such a great start to the conversation. A lot can be achieved with common sense.
Hannes has solved it again - or not
Now Hannes can continue to prepare. He already got started. But how should it go on? Hannes' pragmatism emerges: “It may be that this remark was enough for Mustermann to improve. Let us give him another chance ”. Hannes turns to daily business with satisfaction, knowing that he has tackled an employee problem.
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German edition: ISBN 9783965960107
English version: ISBN 9783965960114 (Translation notice)
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