The Incident
I received a call from a Manager who is obviously upset, sobbing over the phone shares that they have been harassed and mistreated by their Regional Director and now is not able to come to work due to the stress. Immediately after hanging up, another emotional caller greets me, the alleged harasser –Regional Director . Who states is absolutely fed up with the Manager and is ready for the PIP! Obviously this relationship had history as it escalated to an emotional outbursts straight to HR!
The Challenge
Both the Regional Director and Manager had behavioral history with other team members so I had insight to their leadership gaps and successes. The Manager previously requested coaching on how to deal with the Regional Director “too controlling” and rude behavior. Stating the constant check-ins, and instant chats throughout the day was stressful. Stating the Regional Director was too demanding, wanting an answer immediately, working long hours, and rude to other people. The Regional voiced the Manager clearly does not have the skills to do the role, does not take the role seriously, too family absences, and rarely works past 5:00.
The Disconnect
The Regional Director desires to start a Performance Improvement Plan and the Manager is ready to file a harassment complaint. ”Clearly a disconnect a flood of emotions is ruling over this situation.” The Regional Director desires to open a Performance Improvement Plan and the Manager ready to file a harassment complaint. I needed to find a way to get them both to consider viewing this escalated situation in a different view. The view, what was your part in the escalation?
Aligning truth to an objective
How was I going to get them to listen to a simple truth. The truth that everyone in the room knows except the person who has the “issue.”
Rather than take it personally, I went in to gear to STRATEGIZE. So, the challenge now became “how to deliver the message.
The Plan
I reviewed their past performance and current business goals then created the plan. The plan consisted with use of a learning platform. And to specifically, use that platform as the “messenger.” So, I partnered with our learning platform account managers, reviewed the incidents, and was provided learning options. After reviewing options, selected Franklin Covey Leadership and Indeed training platform, made contact with the Regional Director.
The Delivery of Message
I discussed with the Regional Director after careful consideration another option. The option to dismisses the PIP and participating in 6 week course on how to work and grow diversified teams. The meeting was effective as the material was spot-on to sharing how the Director’s own behavior pattern can hinder growth and engagement with teams. The Director was able to identify this truth and made it a point to learn to do better.
Then, the Manager was brought in who was informed of the Director’s training and vocal passion to do better. The Manager was presented their options that focused on assertiveness skills and improve communication. That frustration should not escalate to the point of tears if managing our communication. After a few days of cooling off, with emotions sound, and some self-awareness, the Manager dismissed the harassment complaint.