Stop Complainers and Energy Drainers: How to Negotiate Work Drama to Get More Done
Linda Byars Swindling
Language: English
Pages: 224
ISBN: 111849296X
Format: PDF / Kindle (mobi) / ePub
Turn constant complainers into productive contributors
Constant complainers take up resources, time, and mental bandwidth in the workplace. When you change a culture of complainers to one of contributors, you boost morale, increase productivity, and promote effective communication. In short, you get more done with less drama. In Stop Complainers and Energy Drainers, workplace communication expert Linda Swindling shares her expertise in negotiating tough situations in the workplace. Discover how to influence others to accomplish your purpose. Stop Complainers and Energy Drainers uses scenarios, engaging questions, and survey results to provide strategies that can be implemented immediately.
- Shows how to identify complainers and time drainers
- Provides forms to help prepare for discussions, suggested language to show up powerfully, and encouragement to apply strategies
- Offers concrete phrases and tactics to refocus a complainer and end unproductive conversations
Stop Complainers and Energy Drainers is research-driven and focused on how to identify as well as manage conversations with "venters," complainers, whiners, and energy drainers. With these guidelines for communication, you'll see powerful results, improved relationships, and increased confidence.
Womenomics: Write Your Own Rules for Success
Technology Entrepreneurship: Creating, Capturing, and Protecting Value
Digital State: How the Internet is Changing Everything
Excel VBA: for Non-Programmers (In Everyday Language)
The Accounting Game: Basic Accounting Fresh from the Lemonade Stand
their key client. Dharma should have been copied. This morning, Tom, the team, and Stuart received the following e-mail from Dharma: “Tom, when I was forwarded your last team update from someone else, I knew I had to say something. This is the fourth time I’ve been left out of important communications in the past two weeks. We’re supposed to be partners and looking out for the client’s best interest. How am I supposed to do my job if you intentionally keep me in the dark? If I’m held accountable
get a better understanding of your strengths and the value you bring to the company. Do you need training or coaching to feel comfortable in communication, leadership, or risk taking? Be proactive. How could you approach your leader and/or human resources to let them know that you want to apply for the next leadership position or growth opportunity? My fear of the unknown and lack of goals makes me a Complainer. Instead of Whining, question yourself with, “Wow. I wonder why I’m getting so
e-mail and phone line. William called his wife to vent: “I don’t know when I’ll be home tonight. I had meetings all day, and they were a waste of time. Nobody was prepared, and nothing was accomplished. My inbox is overflowing, people keep interrupting me, and there are all these vendor proposals I haven’t looked at yet. My voice-mail is maxed out, so who knows what calls I missed. Tell LeAnn I’m sorry that I’m going to have to miss her soccer game again. I’ll make it up to her. I just need
regarding supporters should be: Is negotiating work drama worth it to them? Ask yourself: Who are the other stakeholders? Why is it in their best interests for others to support my efforts? When attempting to get support from people in authority positions, ask yourself: Is it likely I will have leadership’s support? What do I want our leaders to do? What is realistic to expect from our organization? Plan for detours and roadblocks. When preparing, determine: Where might I face additional
work drama; create a roadmap if you later decide to turn things around; and attempt portions of negotiating now. Negotiate Your Work Drama Questions and Decisions Strategy Set the Scene Where will I have this conversation? (ex. A private place without distraction.) How will I start the conversation? (ex. “I’m afraid I have difficult news.” Or “I’ve observed a serious issue.”) Negotiate with a Complainer Will a leader representative be present? If so, what is our plan and what role does
