Punctuality problems role-play – Part A

You are the Manager of a team where the official hours are from 8.30 a.m. to 5.00 p.m. and most people are in by 8.15 a.m. The telephone lines open at 8.45 a.m.

Alex is a good team member, excellent with the customers, keeping calm and courteous even when dealing with the most difficult calls or individuals. Alex has always arrived 5 minutes or so before 8.30 a.m. and this is perfectly acceptable. In fact, Alex was a strong contender for a Manager’s position a few months ago and is definitely the front-runner for the next available opening.

Over the last few weeks, Alex has arrived up to 10 minutes after 8.30 a.m. on several occasions. This does cause problems as there is always a queue of calls when the telephone lines open and, if someone is still getting organised, this means that customers have to wait longer for service.

You’ve asked Alex to come into your office in 15 minutes. How are you going to handle this?

Think about:

• Possible underlying reasons for the problem

• The most effective approach

• What you want the outcome of the interview to be.

Punctuality problems role-play – Part B

You are Alex, a calm, competent, courteous, team member. You know that you do your job well, but currently feel extremely taken for granted. You felt that you did well in a recent round of interviews for a new Manager, but you didn’t get the job and feel that you have been passed over.

Your official hours are from 8.30 a.m. to 5.00 p.m. and most people are at their desks by 8.15 a.m. The telephone lines open at 8.45 a.m.

You normally arrive at work just before 8.30 a.m. and this gives you time to set up and be ready for the first call. As well as all the upset over not getting the new Manager’s role, on several occasions over the last few weeks, your car-sharing arrangement has run into problems as a new member of the car pool has proved to be rather unreliable and you’ve arrived at work after 8.30 a.m. and been a few minutes late in setting up.

You’ve found a place in a new car pool from next Monday, which will actually get you into work at 8 a.m., something you feel much happier about, although that’s all you do feel happy about at the moment.

Your Manager has asked to see you in 15 minutes; it could be anything but you are determined to take this opportunity to explain how unhappy you feel about being passed over for the Manager’s position.

Decide how you are going to deal with the meeting.

Dress code problems role-play – Part A

You are the Manager of a team where personal appearance is important because the company’s clients regularly visit the office.

Mark is a good team member, excellent with his administrative work, and can be relied upon to deal with a range of complex and challenging issues. He has recently changed his appearance by wearing lace up boots and no tie at work.

The company’s dress code is clear that in client areas all staff should wear business dress, and this is specified as being shirt and tie with a suit (for men).

You’ve asked Mark to come into your office in 15 minutes. How are you going to handle this?

Think about:

• Possible underlying reasons for the problem

• The most effective approach

• What you want the outcome of the interview to be.

Dress code problems role-play – Part B

You are Mark, an energetic team member. You know that you do your job well, but currently feel somewhat restricted by the company’s traditional stance on a variety of things.

You are aware of the company’s dress code but feel that it is no longer reasonable – given that many clients who visit do so in casual dress.

The company does occasionally have ‘dress down’ days and you feel that this does set a precedent in many ways. You are also aware that other companies have more relaxed policies.

Your Manager has asked to see you in 15 minutes; you have a good idea what its likely to be about.

Decide how you are going to deal with the meeting.

Deadline problems role-play – Part A

You are the Manager of a team, which relies heavily on meeting the demanding deadlines set for it by other areas of the business.

Jane is an experienced team member, of average competence and capable in her work, and has been with the company 18 months.

Jane works on a portfolio of small projects, generally they include system fixes and process improvements. You schedule the work in accordance with the priorities set by the Project Steering Committee.

One of Jane’s projects was due to be delivered last week but was not ready on time – this is not particularly unusual but is generally made known several weeks in advance through the project reports you receive.

One this occasion all the reports were favourable and as such you chose not to investigate further because you felt Jane was competent enough to handle the project alone.

Think about:

• Possible underlying reasons for the problem

• The most effective approach

• What you want the outcome of the interview to be.

Deadline problems role-play – Part C

You are Jane, a team member in the IT development team. You know your stuff on the system and take pride in getting every aspect of your job right before letting it go into the ‘live’ environment.

You work on a portfolio of small developments that generally take between 6 and 8 weeks to complete. In all you can handle about 8 comfortably but recently this has increased to around 12 due to increased demand for system fixes and upgrades.

One of your current projects was due to complete last week but you missed the deadline. You should have warned your boss but you were confident you could catch up the work over the weekend. Sadly you were ill over the weekend and didn’t make it in to do the work.

Your Manager has asked to see you in 15 minutes; you have a good idea what its likely to be about.

Decide how you are going to deal with the meeting.

Do you feel that the Manager approached the discussion constructively? Give reasons for your answer.	Do you think that it was possible for the Manager to know what the underlying issue was before the discussion? Was the staff member encouraged to explain the underlying issue?
What sort of non-verbal communication did you observe as the discussion progressed?	How did the Manager react when the underlying problem was explained? Do you think that the reaction and subsequent discussion were constructive? Give reasons for your response.
What sort of conclusion was reached? Do you think that it was a satisfactory one for all involved?	How do you think this discussion has affected the relationship between the Manager and the team member? Give reasons for your answer.
Any other comments

You manage a team member who is progressing well. You are working with the team member to ensure that s/he continues to progress.

Observed performance problem / performance improvement opportunity

The Team member does not like putting their ideas forward in group discussions, particularly if other team members are putting their points strongly. Technically the team member’s knowledge is first class and they have a lot to contribute. You have asked them to give this topic some thought before your next meeting.

Possible solutions

• Attend a formal assertive communications skills training course
• Discuss ways of entering the group discussion, eg ‘I’d like to build on what’s just been said…’
•  Coach on body language, ensure that the Team member understands importance and techniques.
• Observe how others enter and take part in discussions and model positive behaviour.
• Manager and Team Member to agree on point to be made before a meeting and Manager to give feedback on how this was done after the meeting.
• Add other ideas here:

Ensure that their area is covered during communication skills course.

Coach as above.

Add other ideas here:

Coaching Brief for Team member (Coachee) (A)

You are a Team member who is progressing well. Your Manager is working with you to ensure that you continue to progress.

Observed performance problem / performance improvement opportunity

You don’t like putting your ideas forward in group discussions, particularly if other team members are putting their points strongly. You know that technically your knowledge is first class and that you have a lot to contribute, but it’s the speaking up in front of everyone that you find so difficult. You know that you’ve got to deal with this if you are to continue to progress but it’s easier said than done.

Possible solutions

What sort of ideas do you have to tackle this? They will be discussed with your Manager soon.

What sort of support would you like from your Manager?

Coaching Brief for Coach (B)

You manage a team member who is not progressing well. You are working with the team member to ensure that s/he gets back on track.

Observed performance problem / performance improvement opportunity

The Team member is not achieving the same volume or quality of work as others in the same team. Technically the team member’s knowledge is first class but the observe some short comings in the way they organise their work. You have asked them to give this topic some thought before your next meeting.

Possible solutions

• Attend a formal Time Management skills training course
• Discuss ways of prioritising their workload
• Coach on To Do Lists, Diary etc
• Observe how others organise themselves
• Add other ideas here:

Possible support you could offer

• Arrange 1 to 1 desk-side coaching
• Manage their time with them for a week or two
• Add other ideas here:

Coaching Brief for Team member (Coachee) (B)

You are a Team member who is not progressing well. Your Manager is working with you to ensure that you improve your performance.

Observed performance problem / performance improvement opportunity

You are not achieving the same volume or quality of work as others in the same team. Your knowledge is first class but you struggle in organising work. You have been asked to give this topic some thought before your next meeting.

Possible solutions

What sort of ideas do you have to tackle this? They will be discussed with your Manager soon.

What sort of support would you like from your Manager?

Coaching Brief for Coach (C)

You manage a team member who preparing for an internal interview for promotion. You are working with the team member to ensure that s/he gives it the best shot.

Observed performance problem / performance improvement opportunity

The Team member is highly competent in their current administrative and supervisory role. The new role is quite different in that it involves much more face to face work with the client companies and in particular involves preparing and giving presentations to large groups.

The interview will last for about 60 minutes of which 20 will be a presentation on a subject of their choice.

Possible solutions

• Attend a formal Presentation skills training course
• Discuss ideas for the presentation
• Coach on PowerPoint
• Offer to find a suitable Mentor
• Add other ideas here:

Possible support you could offer

• Run through the presentation with them and give feedback
• Be part of a ‘tame’ audience for them to practice in front of
• Add other ideas here:

Coaching Brief for Team member (Coachee) (C)

You are a Team member who is applying for a new role in the company. Your Manager is working with you to ensure that you do the best you can in the interview.

Observed performance problem / performance improvement opportunity

You know you are competent in their current administrative and supervisory role. The new role is quite different in that it involves much more face to face work with the client companies and in particular involves preparing and giving presentations to large groups.

The interview will last for about 60 minutes of which 20 will be a presentation on a subject of your choice. You haven’t done anything like this before really – as such you feel quite nervous.

Possible solutions

What sort of ideas do you have to tackle this? They will be discussed with your Manager soon.

Coaching sheet
How did the Manager introduce the subject? How did the Team member react?	Did the Manager use questions to clarify the problem? Give examples if possible.
Did you observe a desire for a solution being establishes? Explain what happened.	Did you see the Manager do any of the following: Seek ideas; Listen actively; Check understanding. Give at least one example.
Did you see the Manager do any of the following: Offer suggestions; Build on ideas. Give at least one example.	Did the Manager set a review date and confirm any agreed support?