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.
Again and again Hannes has convinced himself that things will get better and that Patternmann will not be confronted with them. Basically, it's true that Hannes pushes the crucial conversation in front of him for months. Now it is time. Hannes's superior has received wind from it and put pressure on him. "Actually, he would not have to get involved," Hannes thinks. But even Hannes is - although superior - for his Chef a employee. "That's the hierarchy, there's still one up there."
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.
Keenly noted Hannes: "Short Small talk: Weather always fits, ask if he goes skiing". However, this shot can go into the oven. What if the employee immediately hangs up and asks for a ski holiday? So it's got to be a more innocent topic. "How are you?" Not very creative and not interested, but his boss always asks him that.
Just no interrogation!
Then the problem: "I'm here today to talk with you ..." that sounds too much for interrogation, too dramatic. More directly: "Mr. Mustermann" - that's a bit formal, distanced, Hannes shoots through his head. "Dear Mr. Mustermann". Exactly, that expresses esteem, it says in the mission statement. So: "Dear Mr. Mustermann, I am basically satisfied with you".
No, Hannes does not like that. "Basically satisfied" sounds negative. Then he can immediately say: "I'm dissatisfied with you." But that's pretty hard, like a slap in the face. Hannes considers how he would like to do it himself? Honest, open, but without hurt, confront, but keep a good mood? Hannes is desperate. Should he give up his need for harmony to please his boss? Disgruntle his employee to have more problems after that? But if it continues like this, it does not 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 does not need to ask questions, but to tell Mustermann what is important to him. Then Hannes remembers something else: the communication. In his documents Hannes pushes the word "non-violent" to the limits of his imagination. 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. The automaton is pattern man. He is talking on the phone privately. Hannes looks at him with a puzzled look, Mustermann looks back and asks: "Does not something suit you?".
Hannes is angry and spontaneously escapes him "Yes, that you call privately and do not work". Hannes must have been very credible. Mustermann interrupts the conversation and goes to work. Hannes is proud to have found such a great start to the conversation. With common sense, much can be achieved.
Hannes has solved it again - or not
Now Hannes can continue to prepare. He already has the entry. But how should it continue? Hannes' pragmatism comes to the fore: "It may be that this remark was enough for Mustermann to improve. Let's give him a chance. " Satisfied, Hannes turns to day-to-day business, knowing that he has tackled a staff problem.
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