CEE Oct-Dec 2002

if you cannot hand le any thing on your own. Courle.\y : SAKET Industrial Digest, Aug 02, Pp 54 &56 Fox: 079- 7550-152 Em oil: maWii )saketprojecls.com IVeh: www.soketprojets.com HO\V TO COPE WITH CONTROL FREAKS Dr. Thomas .! Schumache r, Psychotherapist Stay as calm as you c an: Control freaks tend to generate a lot of tension in those around them. As they get more ag itated and demanding, just breathe slowly and deep ly. I fyou get agitated. you have joined the bC~ttle on their terms. Speak ve1y s/ow~r : Again the norma l tendency is to gear up and spee!k rapidly when dealing with a control freak. Th is w ill only draw you into emotional turmoil. Be ve()' patient: Control freaks need to feel heard. In fact, they do not have that much to say. They have a lot to say ifyou engage them in apower struggle. Ifyoujust Iisten c<Jrefu ll y and ask good questions that ind ica te that you have heard them. then they wi ll quickly resolve whatever the issue is and calmly move on. Pay attention to your induced reactions: What is this person try ing to emotionally induce in you? Notice how you feel when speaking to them. It will give you important clues as to how to deal with them more effectively and appropriate ly. l n itia/(Ji, let them control the agenda: But you control the pacing. I r you stay calm and speak slowly, you w ill be in command of the IXKing of the conversion. Treat th em with l<indness: Within most control freaks is a good measure of paranoia. They are rea ely to get angry and detend against what they perceive isa contt'olling hosti le world. Ifyou treat them with respect and ki ndness, their paranoia cannot take root. Make derna/l(l'J on tlz em: Ask them to send you somethi ng or do something f or you. By asking something of th em, you w ill be indicati ng that you are not intimidated or diminisheJ by their behaviour patterns. R e m ember: th e old bu t poignant ma x im : ··Those who demand the most often g ive the least" Courtesy: Sunday Ti111es, 29 Sep 02, WHYTRAINING FAILS? Rajiv Khurana Why is it that training is viewed more as resource draini ng instead of being treated as defined revenue expenditure like advertisi ng that is expected to y ield resul ts ove r a couple of years? Let us look at some of the major reasons for 1·~1i lme of train ing, or mi ldly put, trai ning failing to li ve up to expectations : The "class and te ach er " mi/1(/set: They use the ··chalk and Talk"' methodology and expect that learning will take place when the golden \:vords of wisdom written on their age-ol d and time- worn transparencies w iII tincl some space on the note pads or the executives. Wake up Mr. Trainer, you have to facilitate learning. Don ' t control the learners. Co ll (lborate w ith them. The modern day youngsters may be better gi fted and informed than you in their domains. T h e boring tles(r.:n pac/\s: K indly don"t speak for more than I 0-15 minutes in a sess ion of 90 minutes. Work a bit h<~ rd to design interactive exercises. games and 85 syndicat ed thou ght pr ovoking sessions. Let the participants share and learn from each other. Provide th em handouts or ideas. which triggers to carry their learning back to their work place. They will not retain what you say. They wi ll retain what they will do. S ituation.\· of contradictory environment: An employee cannot use his know ledge and ski II or behave wi th the right attitude if the environment \~ithin which he has to work is contradictory. Negative effect due to disincenti ves, unclear expectations, lack or interper-;orwl support and poor supervision can great ly dimin i sh til e effects o r training prograrnm cs. Dear 13 ig boss, a fundamental correction ir1 your house of bu siness is more criti ca l than your symptomatic infrequent dosage of trai ning. T h e death l~{ commitment: Dear sponsori ng supervisors. you may be paying for training through your cost centre. Demand the right ROI (Return on Investment). Ask traini ng departments ro choose the right training trainer. internally or externally. Sit down \\ith th e emp loyees before he goes for training. Spec i ficall y share your expectations. Talk to him agair1 when he comes back. Understand his leaming' s. Understand his expectation s from you lor implem en ting the learning·~. Deliverwhat youpromise. You,,ill earn respect and your employee~ will create the success stories. Courtesy · Consultanc~v Vis/{Jil. V of. 7 No. 1. J ul. 2002. p 26, Fax: <JJ - 11 - -lo02602 E-mail: cdcr ({Jgiasd/0 1.vsn!.net in 1-fle/J: i1u/iWICOIISIJ!fatlC)'. COI/I