| As a manager or supervisor, you routinely have | | | | with others from your role as their manager. As |
| to handle difficult issues or interactions. You may | | | | a fellow worker and even friend, you may |
| have to give a negative evaluation, or be direct | | | | sympathize or even feel the same way as your |
| and autocratic in telling someone how to do their | | | | subordinates. But your role as manager may |
| job, or talk to a subordinate who is angry and | | | | require you to take certain actions or have |
| critical. In these and other sensitive situations, | | | | certain expectations of others that they (and |
| your choice of words can make an enormous | | | | you) may not be comfortable with. Referring to |
| difference in how your communication is received | | | | that responsibility as "wearing my Manager's hat" |
| and even understood. | | | | can make it easier for you to be confident in |
| Words do indeed paint pictures. So, here are | | | | fulfilling your responsibilities, and easier for others |
| seven ordinary, everyday phrases that can be | | | | to accept your actions as their manager. |
| useful in these delicate situations: | | | | 5. "Is there anything else you have to say?" Your |
| 1. "Does anyone else feel the same way?" Often | | | | position as a Manager often requires you to hear |
| in a staff meeting, one person will bring up an idea | | | | out others' problems, concerns, or other issues. |
| or an observation or a criticism. The tendency is | | | | These may be uncomfortable, difficult, |
| to want to respond directly to that person. | | | | problematic, unpleasant, or things you already |
| However, it is extremely important to keep the | | | | know about. You may not want to hear all of it, |
| interaction from becoming a one-on-one discussion | | | | or you may already know about it. The tendency |
| (or argument). So, ask if anyone else feels the | | | | is to say "I know about it already," or something |
| same way. You might want to deal with this very | | | | else that indicates that you don't want to listen. |
| differently if it is just this one person or it is half | | | | But it is usually a good idea to hear the person |
| the staff who feels the same way. Also, your | | | | out. This way you not only make sure that you |
| question will likely encourage others who may not | | | | are hearing everything you need to know, but |
| agree to chime in, and it is more likely to get | | | | that you are also sending a message that you are |
| resolved effectively by the team. | | | | willing to listen. |
| 2. "Tell me about..." Maybe there is a problem, a | | | | 6. "May I make a suggestion?" Sometimes your |
| situation, or a project that you want to know | | | | job requires you to tell others what to do. |
| more about. Or maybe something happened that | | | | Sometimes you don't have that power, but you |
| you need to know about. Often the most | | | | want to give some direction based on your |
| effective way to encourage others to talk about | | | | expertise and experience. If you already have the |
| it is with a general, open-ended comment such as, | | | | authority, you may not want to act in an overly |
| "Tell me about this." Then, depending on how | | | | autocratic manner. If you don't have the |
| others respond, you can decide how to follow up. | | | | authority, you still may want the person to take |
| 3. "I like this [about your ideas or actions], but | | | | your comments seriously. In either case, "May I |
| here's the problem..." If you are going to give a | | | | make a suggestion?" is an effective way to get |
| criticism, it's often a good idea to balance it with | | | | your point across. |
| something positive first. That helps to keep the | | | | 7. "Nice work." The history of Psychology tells us |
| relationship basically positive, and also makes it | | | | that positive feedback is the best motivator. And, |
| more likely that the subordinate will listen and | | | | considering that most people do not receive |
| accept the criticism. | | | | nearly enough praise in all aspects of their lives, it |
| 4. "I see what you mean, but wearing my | | | | is important to give credit where credit is due |
| Manager's hat,..." The concept of "wearing hats" is | | | | whenever appropriate. "Nice work" is a simple and |
| often very useful in separating your personal role | | | | effective way to do this. |