Social Intelligence: Learning to Navigate through Social Conundrums
[In the role of the staff member I was Kim Hughes, the Marketing Development Manager. Kim had problems because of an unclear deadline. He was also unhappy with one’s of his staff’s attitude and recent behavior. In the role of the boss I was Terry Hepburn, the Director of Operations at Multi Product Manufacturing Company. All names have been changed.]
I chose to write on the class exercise Coaching/Social Intelligence because it contained the maximum learning for me. It also allowed me to fully absorb concepts discussed in class as I reflected upon my thoughts, words and actions during the exercise. I could have fared much ...view middle of the document...
By hurrying for a solution, I could miss some of the information and lose credibility in front of my colleagues. Malcolm had been a touch impatient and learning from this, I would try to hear out my staff members when they highlight their concerns. Thereafter I would propose solutions that lifted some weight off their shoulders.
My second meeting was my turn to be the Director of Operations, Terry Hepburn. Stacy, the General Production Supervisor, had complaints against the engineering department. As she explained her problem in sufficient detail, my mind was racing to find a solution that would make both departments harmonious. When I suggested measures like a joint meeting with the other department or highlighting production loss, she did not seem to look convinced about the options. She went into greater details of her problem and became increasingly anxious. I was confused by her reaction because she wasn’t evaluating my suggestions at all. Before I could think of another way to make her feel better, it was time for me to rush for an important meeting at the head office.
Both of us knew that this meeting had been a waste of time in terms of resolving the situation at hand. Now, when I look back at that meeting, I realize that I failed to manage Stacy’s emotions. I needed to have sympathized with her cause before looking for answers. My approach of concentrating all my brain power on the problem fogged my view of the real person sitting in front of me. I could have understood her mental state much better and used her emotions to make her feel better. Perhaps she did not even need an immediate solution to her problem but a listener who could pacify her. I should have paid greater attention to her micro expressions and gauged her anxiety level during the meeting.
My third meeting was with Frank, the Marketing Supervisor. I was playing Terry Hepburn, the Director of Operations, again. Frank had been with our company for quite some time but his attitude and lack of a formal degree had effectively capped his career growth. Perturbed by a recent event, when he was overlooked for a promotion, he pretty much stormed into my office. He expressed his displeasure and questioned my and the company’s intentions. I was taken aback at first but quickly composed myself. I sat him down and reminded him of his contributions to the marketing department. His expertise had served us very well and both of us knew that. I reviewed with him the trajectory of his career and the possibilities that lay ahead for him. I asked him to come up with a career plan and take the initiative to grow himself rather than wait for the company to promote him. As regards his formal education, I suggested that he enroll in a short duration part time course that could prove beneficial later on. I closed the meeting by reiterating that he was a very valuable member of the company and that we should meet periodically to review his career goals and progress.
I felt that I had done a...