What a Manager Should Do When They Find Out

Their Employees Are Unhappy

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Ethan L. Chazin, M.B.A., The Chazin Group LLC

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What a Manager Should Do When

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mail: P.O. Box 509 Eau Claire, WI 54702-0509 • telephone: 866-352-9539 • fax: 715-802-1131email: customerservice@lorman.com • website: www.lorman.com • seminar id: 406125

Prepared By:Ethan L. Chazin, M.B.A., The Chazin Group LLC

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Working With Unhappy Employees.

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Agenda• What is Emotional Intelligence• Organizational Commitment• Read Their Body Language• Understanding Personality• Levels of Human Need• Do You Offer What Employees Need• Create a Safe Environment• Transformational Leadership REquired• Q&A

What is E.I?

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What is…EI?

To wit…

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•The ability to recognize and regulate emotions in ourselves.

•A recuring 4 stage process:1. Self Awareness;2. Self-Management;3. Social Awareness; and4. Relationship Management

What is EI

www.inc.com/raman-chadha/emotional-intelligence-critical-for-

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• Information to gain self and social –awareness/management.

• A person’s ability to:–Perceive emotions in themselves & others.–Understand the meaning of these emotions.–Regulate one’s emotions.

• Strong correlation between a high level of EI and career/professional success.

What is EI?

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Why EI Matters

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• Influences employee performance & productivity:–Appropriate workplace responses.–More productive/valuable relationships.–Leads to physical wellness and mental

health.

Why EI Matters

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Organizational Commitment

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• Positive impact on:–Increased job performance;–Reduced turnover;–Greater engagement;–Less employee “withdrawal”;–Lower absenteeism; and–Greater employee “citizenship” behavior.

Org. Commitment

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Getting people help…

www.mentalhealthfirst aid.org

Emotion Regulation

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• Identify and modify emotions you feel.• Surface Acting: putting on a face.• Venting: open displays of emotion.• People in good moods make better

decisions, are more creative, and help in motivation.

• Emotional states affect employee levels of customer service.

• Increasing use of “happiness” coaches in organizations.

Emotion Regulation

How to “Do” EI

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Get Good At It• Pay attention to others.• Acknowledge emotions not as good or

bad (right or wrong) but a source of information.

• Watch for sudden changes in people’s behaviors.

• Listen! God gave us 2 ears but only

1 mouth for a REASON.

Get Good At It• You HAVE to care about others.• Treat your employees like clients

and clients like employees.• See the signs…BODY LANGUAGE.• Avoid passing judgement on others.• Enter EVERY conversation with a

willingness to have your position changed.

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Self-Introspection

Urgent Mindfulness

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• Avoid life’s MANY distractions:–Work, the internet, your own brain.–Social media and other digital distractions.–Too many things coming at me all at once.–Work-Life Balance…a vicious fallacy.– Lack of control. Urgent things come up that

need to be investigated/fixed right away.

Being in the Present

Non-Verbal Communications

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Body Language

Non-Verbal Comm• Communication through sending & receiving

wordless (mostly visual) messages.• Messages communicated by gestures and

touch, body language or posture, facial expression, eye contact.

• Material exponential (objects or artifacts) like clothing, hairstyles.

• Speech contains nonverbal elements (paralanguage) including: voice quality, rate, pitch, volume, speaking style, and prosodic features such as rhythm, intonation, stress.

http://en.wikipedia.org/wiki/Nonverbal_communication

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Non-Verbal Cues• Mirroring technique.• Lean in to express interest.• Avoid eye-rolling, turning your back,

yawning, talking over others.• Arm-crossing.

Leaning in (receptive)

Guarded/defensive

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LBJ

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Reading Emotions From Faces

CEO % PositiveBill Gates 73%

Warren Buffet 69%

Phil Knight 67%

Jeff Bezos 51%

Michael Dell 47%

Donald Trump 16%

Larry Ellison 0%Dan Hill CEO Facial Expressions Research

Personality

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What is Personality?

“The dynamic organization within the individual of those psychophysical systems that

determine one’s unique adjustments to their

environment.”Gordon Alport

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• Extraversion: How comfortable we are with relationships.

• Agreeableness: How warm and trusting are you?

• Conscientiousness: Responsible, dependable, organized and persistent.

• Emotional stability: Ability to withstand stress.

• Openness to experience: Range of interests and fascination with novelty.

“Big 5” Personality Model

verywellmind.com/the-big-five-personality-dimensions-2795422

• Extraverts tend to be happier in their jobs and their lives; perform better with lots of personal interaction.

• People more open to experiences are more creative in the sciences and arts.

• Agreeable people are only slightly happier than disagreeable people, but do better in jobs requiring interpersonal skills and are more rule-abiding.

The Big 5 Traits

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Is Your Personality

Determined by Heredity or

Environment?

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• Pragmatic: maintaining emotional distance and subscribe to: “The end justifies the means.”

• Seeking power.• Manipulating and winning MORE; be

persuasive.• Acting aggressively.• More likely to engage in

counterproductive work behavior.

1. Machiavellianism

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• Self-centered.• High sense of self-worth.• Grandiose sense of self-importance.• Demands excessive admiration.• More charismatic.• Sense of entitlement.• Love me!

2. Narcissism

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• A lack of concern for others.• Lack of guilt/remorse when actions

cause harm.• Inconclusive research about

psychopathy and impact on job performance.

• Use of threats and manipulation.

3. Psychopathy

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• Affect: Broad range of feelings that people experience. Can be experienced as emotions or moods.

• Emotions: Intense feelings directed at someone or something.

• Moods: Less intense than emotions, often arise without a specific event acting as a trigger.

• The Structure of Mood: Positive vs. Negative Affect.

What’s an “AFFECT”

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• Do emotions make us irrational? Research says showing emotions makes us MORE rational.

• Do emotions make us ethical?• Our beliefs are formed by the groups

(social & professional) we belong to.

The Function of Emotions

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EVERYorganization

should measure the

QUALITY of its people’s

emotional relationships.

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Type of Work

Type of Employee

We ALL Have Needs

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5 levels of employee need.

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StatedReal

Unstated

Secret

Delight

TranslationRequired

EmpathyRequired

MUTUAL SYMBIOSIS

What does your employer

offer, and vice versa?

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• A sense of belonging.• Cultural EI.• Shared values and beliefs.• Feeling of accomplishment.• A livelihood.• Career mobility.• Engagement, motivation,

recognition, rewards?• In short, a COMPASSIONATE workplace

culture.

Do You Provide

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• Employee autonomy to choose what they work on, where they work, who they work, when they do work?)

• Coaching, Mentoring, Sponsorships, Career Advice.

• Job Rotations | Job Sharing.• Self-managed Teams.• In short, a COMPASSIONATE workplace

culture.

Do You Provide

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TransformationalLeadership

The People You Lead

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“Setting an example is not the main means of influencing another, it

is the only means.”

Changes/transforms people…

Deals with emotions, values, ethics, standards &

long-term goals.

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Open Door Policy, Safe Environment, and

Honest Dialog

Emotional Labor

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• Employee expression of organizationally desired emotions during interpersonal transactions at work.

• Emotional dissonance: “Faking it.” Having to show one emotion but feeling another.

• Match your personality and values to Matheny’s informal culture.

Emotional Labor

More for you to ponder…

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Conflict Resolution

Conflict: Finding the Opportunity

We don’t always create the conflict in our lives, but we

can always choose our response to conflict.

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When is it appropriate to use each of the styles for resolving conflict?

• Competing/Forcing: (win-lose)– Often appropriate when: Emergency; quick decision is

necessary and no time to deliberate; issue is trivial and others don’t care what happens.

– Often inappropriate when: Collaboration has not yet been attempted; cooperation from other is important; used routinely for most issues; self-respect of others is diminished needlessly.

• Accommodating: (lose-win)– Often appropriate when: Result isn’t important to you, but it is

to the other person; satisfying the other person is priority; you realize you’re wrong.

– Often inappropriate when: You are likely to harbor resentment; used habitually to gain acceptance.

When is it appropriate to use each of the styles for resolving conflict?

• Collaboration: (win-win)– Often appropriate when: the issues and relationships are both

significant; cooperation is important; a creative end is important; reasonable hope exists to address all concerns.

– Often inappropriate when: time is short; the issues aren’t important; you’re overloaded; the goals of the other person are certainly wrong.

• Avoiding: (lose-lose)– Often appropriate when: Results not important and stakes aren’t

high; pick your battles; relationship is insignificant; time is short and decision is not important.

– Often inappropriate when: You care about the relationship and the issue; used habitually for most issues; negative feelings may linger; others would benefit from caring confrontation.

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What are your “hot buttons”?– Things which get you to feel guilty, hurt, or angry.– You perceive that you’re not being heard or understood.– You find yourself repeating your case or getting louder.– You feel challenged or judged.– You find yourself being hurtful or judgmental.

When you get “hooked”– Recognize it, acknowledge it.– Listen, don’t react.– Take a break … don’t try to resolve until you feel ready.– Get support from someone who can help you see things more

objectively (less emotionally).

Paraphrasing

• Paraphrasing is _________ ?• Why paraphrase what an employee/co-

worker says?• What happens when you don’t

paraphrase?

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Reflecting

• Reflecting is __________.• Why reflect on what a co-worker/

employee says?• What happens when you don’t reflect?

Empathy

1. Why is Empathy important?2. How do you show empathy?3. When empathy is not shown in a situation,

what can be the result?4. Avoid at all costs:

– Minimizing.– Judging.– Problem-solving (right away). – Blaming. – Criticizing.

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“ When you ________ , I feel _________ because

___________ (situation, consequence, result).

“What I would like you to do is to ____________.”

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“Your work is going to fill a large

part of your life, and the only way

to be truly satisfied is to do

what you believe is great work...”

AskQuestions!

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LinkedIn.com/in/ethanchazinTwitter: @EthanChazinTheChazinGroup.com

Ethan@TheChazinGroup.comTEL: 201.683.3399 | CELL: 917.239.5571

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Notes