At work, we're often faced with difficult colleagues. Someone whose way of approaching big decisions (or the smallest email), leaves us feeling frustrated, or downright annoyed.
Sometimes it's not just one individual, but a whole division's way of doing things. It might make us question whether the senior leadership is aware of – or cares about – the chaos we're left to navigate below.
When you're butting heads at work, most problems seem like "people problems": if our colleagues would just stop being so difficult, we could get our work done so much more easily.
This compounds the problem, because if the other person is the problem, then we're powerless to change the situation.
So, let's talk about a framework that's magical for untangling what's truly a people problem, and what's really a process problem.
This episode will change how you lead yourself and those around you. And give you options for how to move forward.
What You'll Learn:
How to identify people problems versus process problems
Why framing "process problems" is so effective at getting buy in from difficult stakeholders (and "problem" people)
Using the framework when managing up and managing downward
To learn more, visit The Mental Offload.
