Agenda - Council Work Session - 11/22/2022

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DARCY WALKER MANAGEMENT REPORT 06.16.2020 COMMUNICATING IN A STRAIGHTFORWARD MANNER - EVEN WHEN DEALING WITH SENSITIVE SUBJECTS Skills, Behaviors, and Attitudes to Adapt and Practice • Communicating in sensitive situations can be difficult if you do not already regularly communicate with your direct reports. • When asked questions in challenging and sensitive situations, give honest and complete answers. Answering evasively damages your credibility and perceptions of your integrity. If you are unable to answer a question fully, state your reasons, and talk about the areas of concern that you can address. • Do not procrastinate or be evasive when you must communicate negative information. Remain sensitive, yet direct. • Recognize that your ability to receive feedback is as important as your ability to give feedback. • Have the professionalism and courage to say what you need to say. However, be compassionate and speak sincerely. In sensitive situations, act the way you would want others to act with you. Challenging Activities After dealing with a sensitive matter, rate yourself on the following: • Introduced the sensitive topic in a caring, but direct manner • Listened compassionately while the other person stated an opinion • Accepted the other person's perceptions as valid • Used good questioning skills to sort through the person's perceptions about the situation • Exhibited patience while the other person spoke, then worked through the situation • Took time to think before responding too quickly • Defused any tension surrounding the situation • Upheld your credibility, integrity, and trustworthiness MAKING CURRENT JOB -RELATED INFORMATION AVAILABLE TO OTHERS Skills, Behaviors, and Attitudes to Adapt and Practice • Believe the research: informed employees are motivated employees; motivated employees are engaged and productive employees. • Recognize the difference between the attitudes `information is power - hoard it' versus `information empowers - share it around as widely as possible.' Be forthcoming with information that can make others more effective. • Realize that what you and your management colleagues take for common knowledge, e.g. how things are going, what challenges are down the road or what new products are coming may not be known to your team. Inform them as soon as it is appropriate to do so. • Provide continual feedback on how the organization and department are doing - and what part every team member can play in helping you to do even better. • Make sure every single team member knows these four basics: (1) Your business focus: what you're in business to achieve, (2) Your target market: your ideal customer, (3) What performance is expected of them, (4) How their performance will be measured. • Share good news - positivity and optimism is infectious. • Share bad news quickly and explain how you're managing negative situations. Rumors are always worse than reality. © by John Wiley & Sons, Inc. All rights reserved. Reproduction in any form, in whole or in part, is prohibited. 32