Scenario: Arrogant E,ployee
Tags: Action Leaning, Action Learning Coach, WIAL, WIAL Action Learning, WIAL Talk
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Tags: Action Leaning, Action Learning Coach, WIAL, WIAL Action Learning, WIAL Talk
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Yesong Yang
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As an action learning coach, step in and ask questions:
1、I see a situation, do you see it?
2. What is the influence?
3, how to do?
Or
I’ve observed you stop and tell people that it doesn’t work, that it doesn’t fit with the leadership development goals that you set.
Why are you doing this? For what purpose?
What do team members think or suggest?
What do you think of your behavior now?
How would you adjust?
How can the team help you?
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Vicky Glanville
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I would initially ask the employee politely to leave the set and apologise to the group for the interruption. I would ask the group how the interruption has impacted the dynamic of the group and how they would like to proceed. If the employee refuses to leave, I would suggest to the group that the AL set is rescheduled as the negative input is unlikely to be conducive to a well formed action plan. If this is not possible, I would ask the group if they want to take a break or proceed immediately. If the person is going to be actively involved i would restate the rules of engagement and ask if they are prepared to be involved on that basis. If its yes then I would ask the team to review the status of the session to bring the individual up to speed and then restart the questioning process.
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Ng Sin Ain
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Since this long-term employee does not belong to the Action-Learning Team, I will intervene and politely ask the employee to remain neutral and refrain from giving comments. If it is not possible, then I will insist the employee leave the team alone. If it is still not possible, then I will ask the team how does it impact the team process? How does the team want to handle this situation?
If the team wants the long-term employee to participate, I will then ask if the employee able to commit the time? If yes, I will reiterate the ground rules and request all members including the new member to abide by the rules.
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Cherry Ge
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As an action learning coach, I will ask team, what happened ? What was the impact of our team? How we can do better? If team members already found the problem, I will continue to ask, do you have any questions to ask each other?
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Yen Le Thi Hai
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I understand that the long term employee is a member of the team. As an action learning coach, I will have a direct intervention when I see the team energy wave is obviously broken by the rude and arrogant words from the long term employee:
– firstly, I would stop and ask the long term employee: “What is your real question?” / “Are you answering to the last question?”
– Secondly, I would ask the team: “I see that some of our team member has not the same view about the solution. What make us have different views? Is it an opportunity to strenghten the team discussion towards solution? What should the team do to utilize this?
– Finally, depending on the way chosen by the team, I could support them back to the solution discussion: Where are we now on the solution discussion?
In a words, I believe that the coach should always use positive words and respect the team’s view on the fact.
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Yesong Yang
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There may be two possibilities for this situation, and action learning coaches approach it differently:
First: if the team is capable of handling the situation on its own, continue to develop breakthrough solutions to problems that have plagued the organization for years. The action learning coach chooses not to intervene, continues to observe, when the stage intervention feedback.
Second: if the team follows the old employee’s advice and stops working on a solution. The action learning coach stepped in and asked, “I saw everyone stop. Why?” “What about the impact?” “What shall we do?”
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Wang Juan
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Initially, I will ask the team members to further clarify the objectives, clearly understand the purpose and mission of this action learning, and encourage them to have confidence to solve this problem.
Then ask the team questions.
I see that team members are actively make up solutions, and there may be some challenges in the process. What will you do if there are challenges?
If the difficult problem is solved, how will everyone feel?
And then, I’ll say, I seem to see some people disagree with the plan, can we listen to his ideas?
Ask established staff questions.
What are your concerns? Is there any other solution? If the established staff is stubborn and disrupts the rules, I will let them leave the team.
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Yannie Hua
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I would intervene in this way:
1. If the team members avoided the confrontation against the long term employee or ignored him, I would ask: What is happening now? Are we all contributing to the solutions? What concerns you? What if a person holds different point of views? If we neglect, what would be impact? How shall we handle it?
2. If the team members were upset and angry, I would ask: What do you notice? What does that tell you? If some people have different views, what questions are you going to ask? How can we be more creative?
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Enrico Sterken
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Ik ga ervan uit dat deze medewerker ook direct weer weg is uit de groep, als dat niet zo is, dan zal ik hem/haar vragen om weg te gaan. Vervolgens zou ik de groep vragen wat de impact op de groep is van de interventie die deze ‘ervaren’ medewerker doet. En of en hoe zij verder willen gaan. En als men verder wil gaan: of de inbreng van deze medewerker genegeerd moet worden of juist verder ge-exploreerd zou moeten worden.
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