In my Web-conferencing Virtual-Workshop, Leadership Communication™, we sometimes use cases as a way to practice applying the skills we have already learned. In the following case we practiced using two sets of skills: strategic thinking – knowing what you really want, and communicating in a way others can hear by starting with factual observations. In this case you can see an example of how this practicing of skills works. Hopefully, you will learn something, and you can see if this is something you would like to do.

A participant described this situation to me on the telephone. He/she did not want to fault their boss or coworker publicly. I wrote the case up with false names and emailed it to our virtual-workshop group. This way the participant stayed anonymous and got some coaching about what to do with their situation.

Case of the Non-communicative Coworker

Jane has issues with a co-worker, Sally. She sits 5 feet away in open space. Jane wants some personal interaction. Sally does not say anything – no “Hello,” or anything. She did not tell Jane when she went on vacation until she left her desk to go.

Jane needs Sally’s information about some projects. It is hard to get it.

Jane’s boss wants Jane to talk more with Sally and iron things out. The boss says Jane must be more assertive.

When the boss is away, Jane is in charge of the office of 5 people including Sally. Then Sally continues to be non-communicative. She does not tell Jane about anything such as being away at a doctor’s appointment, which could cause a delay. She does not acknowledge Jane’s authority.

Discussion:

Bill: What should Jane do first?

Participant: Jane needs to ask herself, “What do I really want here?”

1. Get projects done on time.
2. Better communication with Sally.
3. Get help from boss. Boss should make clear who is in charge. Let Sally know what boss expects. Jane must tell boss, “You have to help.”

Bill: When Jane talks with the boss, she must begin with the facts and their consequences. What might that look like?

Participant: For example, Sally rarely tells me when she leaves the office. Consequently, when someone asks for her, I do not know what to tell them. She may be back from the rest room in a minute or she may be gone for the day.

Bill: What would happen if Jane leads with a conclusion such as, “Sally does not recognize my authority to be in charge when you are away?”

Participant: The boss may take exception to her conclusion and argue against it. Then she would have to persuade the boss to change his/her position.

Bill: OK, let’s presume that the talk with the boss goes well. What does Jane need to point out to her boss?

Participant: That it is hard for Jane to be assertive with Sally unless Sally is clear that the boss supports Jane.

Bill: Good. If the boss agrees with that point, what should Jane request from her boss?

Participant: Jane should ask for the boss to have a meeting with Sally with Jane present. The boss should reiterate what he/she expects of Sally when the boss is away.

Bill: OK, let’s presume the meeting with the three of them goes well. The boss supports Jane. What should Jane do in this meeting?

Participant: If necessary, ask Sally what she will do differently in the future? Jane needs to make sure that Sally understands what she wants.

Bill: Right, and that goal might be best served with a question or request of Sally. Can you think of one?

Participant: Jane could ask Sally, “Is there a reason you do not tell me when you leave the office?”�

Bill: Yes, this question may help Jane understand what is going on with Sally. Perhaps some problem needs to be solved.

Another Participant: I would make a request from Sally: “Please let me know when you will be out of the office.”

Bill: Yes, a direct request often works well if it is specific like yours is.

Bill: Well, time is running out. Would you care to say one thing you learned today or were reminded of?

Participants learned:

Know what you want. Dig deeper to notice it clearly.

Staying factual, actual, like a camera, especially at the start of a conversation.

Assertiveness skills.

Asking questions in the right way.

Case approach is good chance to practice. It is closer to real life than abstract discussions.

Why not join us yourself in case discussions like this one and other forms of interactive learning in my Web-conferencing Virtual-Workshop, Leadership Communication™