Dealing with different kinds of difficult people could really be a tough job. In this expert healthcare training article, we are going to talk about the behavior and how you can respond to it.
1) The whiner, the complainer: This kind of person is always complaining. Nothing is good. No matter what it is that they're upset about it. And they always see the negative side of the situation. They want to bring complaints to someone who will listen. And so, what we're going to try to do is what can we do to deal with this person? They feel a major response but they tell you what's wrong with their company, with their marriage, with their kids, with their product, with co-workers, always.
So, understand that they always generate nothing is ever right. People, material, equipment, no one does what is supposed to, nothing works right around here. Then you’ll see they won’t give you specific information and use the state to complain and walk away.
So, the way to handle that, as suggested by our expert in a professional healthcare webinar;is don't allow the whiner to walk away if they're voice is in complaint. Say, “Wait a minute (John), excuse me. I've heard what you said. I'm glad you stop by. Let me know we've got some material and company problems. Can you identify one problem we can try to solve? Let's deal with one at the time.” “Oh, nobody can. We can't do anything about it.” “Well, can we just take one aspect of it?” So, try to get him or her to nail down one thing.
Now, they'll avoid this because once you start they nailed on one thing, they realize you're starting to solve the problem. They don't want to solve the problem, they want to complain.
And by the way, if you don't listen to them, they'll find somebody else who will. And sometimes if you solve their problem, they'll find somebody else who won't do that. So, try to get them to be specific. “Well, you're complaining that the reports are never on time. Do you think it's because we don't have enough data?
But be firm if the whiner continues to generalize. Get to the point and say, “What's going on here? Maybe you want to write it down so let me, (Jack) let me see if I get this because I want to make sure I understand that you're upset about this and there's a lot of volatility to it.”
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2) The calm: This person is close mouth, doesn't talk, doesn't offer suggestions or voice opinions. He needs to be private. They're kind of sit there quietly.
And they only expression when they feel save. Very often people who are in research are this way. They're kind of quiet, they don't want to say anything, they use their intelligent and well-informed but they typically, they don't want to share anything.
So, how do you response? You want to do it very carefully and realize this is typically because of insecurity. Don't other their responses to you. In other words, if they say something, don't criticize it because that's probably how they get quite to begin with.
Try to make them comfortable. Say something specific about it. Compliment them on anything they have said that was really helpful. Don't hurry them. Let them take their time and let them feel success. “That was a good point. I'm glad you brought that up. What else do you have?” So, these people have been quite because they've been put down for a long time.
3) The “Yes” person: “Yes” person over commit that says “Yes” to everything. They can't possibly commit to it but they hate to say, “No”, they hate when people don't like them. So,
they drop one project, start another. And they're rarely complete projects because they're always saying, “Yes”.
So, you may want to know what you want from them. Don't be generous. Say, “(Alice), I need the report at 10 o'clock. Can I count on that?” And then say, “Just to make sure. I know you're really busy. Can I come back 10 o'clock on Friday? Can I check back on Thursday to see how you're doing?
In other words, you're going to follow up to making sure they're doing it. And always praise. So you say, “Hey, that's great (Albert). I see you're doing fine with that. You got your first sale that's terrific! That's exactly what we need.”
So, acknowledge their success but always make sure that you're controlling it. Be very specific and don't deal in generalities. Ask for specifics, ask for the commitment.
You might even have to see them right it down, our expert mentioned in a healthcare conference. So you say, “Okay let me put it on my day planner. You said that you have report by 10 o'clock on Friday, that's great! And I will do a follow up at 3 o'clock on Thursday. Hey, thanks. That's terrific!” So, they know that they're being locked into a commitment.
4) The Stubborn: If this guy doesn't like a particular project, he'll not work on it. He usually long time complying, he’s been there long time, he knows the ins and out and he usually says a negative, “We can have that project. We try to do it, it doesn't work.”
Stubborn doesn't adopt to change. Don't rock the boat, it was still broken. Sometimes person with power, authority, experience but typically say, “This is the way it is. Nothing else will change.” So, they tend to be rigid people.
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