Work out a deal a direct approach to dealing with

Work Out a Deal
A direct approach to dealing with problems created by a
difficult person is to work out a deal or a negotiated solution.
Workers who do not carry their load are successful in getting
others to do their work. The next time such a worker wants
you to carry out a task, agree to it if he or she will
reciprocate by performing a task that will benefit you. For
working out a deal to be effective, you must be specific about
the terms of the deal. The worker may at first complain about
your demands for reciprocity, so it is important to be firm.
Reinforce Civil Behavior and Good Moods
In the spirit of positive reinforcement, when a generally
difficult person is behaving acceptably, recognize the
behavior in some way. Reinforcing statements would include
“It’s fun working with you today” and “I appreciate your
professional attitude.”
Ask the Difficult Person to Think Before Speaking
Human relations specialist John Maxwell suggests that you
ask the difficult person to THINK before he or she speaks,
with “THINK” referring to the acronym:[36]
T Is it True?
H Is it Helpful?
I Is it Inspiring?

N Is it Necessary?
K Is it Kind?
Although Maxwell’s suggestion is aimed at difficult people,
it would be a helpful rule of thumb for building relationships
with people in many situations.
The tactics for dealing with the difficult people just
described require practice to be effective. When you next
encounter a difficult person, try one of the tactics that seems
to fit the occasion. Role-plays, such as those presented in
Skill-Building Exercise 12-6, are a good starting point for
implementing tactics in dealing with difficult people.
Skill-Building Exercise 12-6
Dealing with Difficult People
In both of the following scenarios, one person plays the role
of a group member whose work and morale suffer because of
a difficult person. The other person plays the role of the
difficult person who may lack insight into what he or she is
doing wrong. It is important for the suffering person to put
emotion into the role.
Scenario 1: A Bully
A bully is present at a meeting called to plan a company
morale-boosting event. Several students play the roles of the
group members. One student plays the role of a group
member who suggests that the event center on doing a social
good, such as refurbishing a low-income family’s house or
conducting a neighborhood cleanup. Another student plays
the role of a bully who doesn’t like the idea. The group

member being intimidated decides to deal effectively with the
bully (or dictator).
Scenario 2: A No-Person
One student plays the role of a worker with a lot of creative
energy whose manager is a no-person. The energetic worker
has what he or she thinks is a wonderful way for the company
to generate additional revenue: conduct a garage sale of
surplus equipment and furnishings. The worker presents this
idea to the no-person manager, played by another student. If
the manager acts true to form, the worker will attempt to
overcome his or her objections.