Bad Apples Facilitator's Guide

Bad Apples
How to Deal with Difficult Attitudes
Facilitators Guide
Bad Apples How to Deal With Difficult Attitudes Facilitators Guide
2000 Michele Matt Yanna and VisonPoint Productions All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of Michele Matt Yanna and VisionPoint Productions. Those pages that may be legally reproduced will have the appropriate legal disclaimer referenced at the bottom of the page. This publication is designed to provide accurate and authoritative information in regard to the subject matter. It is sold with the understanding that Michele Matt Yanna and VisionPoint Productions are not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional should be sought.
2000 Michele Matt Yanna and VisionPoint Productions, Inc Reproducing this page in any format is prohibited.
About the Author

Each year, Michele Matt Yanna enhances the attitudes and actions of thousands of people throughout the United States...inspiring them with practical solutions for positive change. Since 1984 she has conducted thousand's of motivational seminars at conferences, for businesses, schools, churches, and even prisons. She is the founder and president of two companiesThe TRAINERS Group, Inc. in Des Moines, Iowa and Inspiring Solutions in West Palm Beach, Florida. She is an internationally recognized best-selling author, motivational speaker, and training consultant. Michele has created a variety of how-to resources including: Best-selling book Book Attitude: The Choice is Yours (Fourth printing) Motivational Leaders: Strategies & Wisdom From Americas Top Professional Motivators (Published October, 2000) Attitude: A Little Thing That Makes a Big Difference Serving Your Customers a Can-Do Attitude Attitude: A Little Thing That Makes a Big Difference Activities to Enhance the Good, Bad, and Ugly Attitudes.
Training video Training video Learning kit Training Exercises
In 1998 she was selected as an "Iowa Up and Comer. Michele is a past president of the American Society for Training and Development (ASTD) Iowa Chapter. She is an active member of the National Speakers Association (NSA) and a founding board member for NSA-Iowa Chapter. In 1999 she earned the NSA designation of Certified Speaking Professional (CSP) candidate. Only 8% of the 3,500 NSA members worldwide have passed the rigorous criteria to attain the CSP designation. In addition to being a successful business owner, she exerts energy into being a wife, step-mother of two, and caretaker of two cats. She and her family love to travel and golf.
Acknowledgments
I have been blessed with the opportunity to meet and work with such a variety of people throughout the world! As challenging as people are with difficult attitudes, I believe there are really no bad apples. So often, people are merely misunderstood, under-appreciated, and not given a chance to shine. A special thanks to the talented team at VisionPoint Productionstheir creative ideas made working on this program so much fun! As always, I appreciate my family and staff (especially my husband, Doug, and agent, Mandy Spangler) for their ongoing support and encouragement. May those who utilize this program learn to accept, manage, and inspire the bad apples in lifewhether they are at work, home, school, or play!
To find out how Michele can inspire your organization, contact her at:
The TRAINERS Group, Inc. 2008 Fuller Road, Suite B West Des Moines, IA 50265 www.TrainersGroupInc.com 515-225-1249 Inspiring Solutions, Inc. 456 Brackenwood Lane Palm Beach Gardens, FL 33418 www.InspiringSolutions.com 877-844-2008
Table of Contents
Foreword............................................................................................................................. 2 Uses for this Program......................................................................................................... 3 Notes to the Facilitator........................................................................................................ 4 Map for the Facilitator......................................................................................................... 6 Icon Map ............................................................................................................................. 7 Facilitators Checklist.......................................................................................................... 9 Invitation ........................................................................................................................... 10 Video Overview ................................................................................................................ 11 The 5-Step Process.......................................................................................................... 11 Introduction ....................................................................................................................... 12 Characteristics of a Bad Attitude ...................................................................................... 14 Pre-video Discussion........................................................................................................ 15 Bad Apples Video.......................................................................................................... 16 Why Dont People Do What Theyre Supposed To .......................................................... 17 Explore the 5-Step Process.............................................................................................. 19 Understanding Difficult People ......................................................................................... 20 Turning Bad Apples into Good Apples ............................................................................. 21 Case Study Application ................................................................................................. 23 Case Study - Practice....................................................................................................... 24 Review and Evaluation ..................................................................................................... 25
Page 1
Foreword
Are you working with, serving, or even living with someone who has a bad attitude? Dealing with people that are negative or passive are some of the most challenging relationships. Just being around someone who complains, whines, or just doesnt say anything can cause you to feel frustrated, angry, or even helpless. Bad attitudes in the workplace can deteriorate morale, lower productivity, and increase costs. It doesnt take much for a co-worker, manager, or customer to feel the negative effects from someone with a bad attitude. The good news is there is now a process for dealing with these difficult people! We have developed this program to help you learn how to: Recognize and describe the characteristics of a bad attitude. Understand how negativity impacts relationships and performance. Assess a challenging situation and determine an appropriate strategy. Utilize a 5-step process for dealing with difficult people. Identify the reason(s) for someones poor performance. Develop potential solutions for resolving a problem. Regain your positive attitude about the other person or situation. Manage conflict with confidence, resulting in a positive outcome.
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Uses for this Program

This program is an excellent resource for any motivational training. Listed below are some of the specific applications for using this product:
Supervisory, Management, and Leadership Development

An effective supervisor, manager or team leader must be able to motivate and maximize the performance of all employees. Its easy to motivate the people that are positive and productive, but it is extremely difficult to manage the attitudes and actions of people that are negative and apathetic about their responsibilities. Bad Apples can give people some practical, easy-to-use techniques for managing negativity in the workplace.
Customer Service Training

Studies show that 68% of customers quit doing business with a company because of one employees bad attitude. To make matters worse, dissatisfied customers tell at least 8-10 people about their experience. However, 95% of dissatisfied customers will come back if an employee or manager can effectively resolve their complaint. Bad Apples contains strategies for changing angry customers into loyal customers.
Team Building
Like the clich One bad apple spoils the whole bunch, one person with a bad attitude can have a negative impact on the entire team! Ironically, both people and apples are sensitive. An apple may spoil or bruise very easily if not handled or stored properly. Likewise, people are often affected by their environment and people around them. Bad Apples can be a learning experience to help a team better understand how attitudes impact relationships and a process for overcoming attitudes that may be stifling their teams performance.
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Notes to the Facilitator

This program is written to help you utilize a 5-step process for dealing with difficult people. Whether you are a manager trying to create a positive work environment or an experienced training professional conducting a motivational seminar on relationships, this program will provide you with everything you need to inspire learners to help get along with bad attitudes.
Examples and Stories

We strongly encourage you to incorporate your own personal and professional examples and stories to illustrate points. In addition, ask learners to share some of their own. These stories and examples can be a very powerful tool in redirecting learners thoughts and actions. Occasionally, these examples help people identify with the subject matter in a way that nothing else does.
Pre-Training Activity
Before the training session, send out an invitation to all learners providing them with the benefits and logistics for participating in this training. You may want to include information about Bad Apples using content included in this guide. The purpose of this invitation is to explain the value for this training, ease any anxiety and prepare them to learn. Attach a copy of the Pre-Training Assessment, located in the Participate Materials section. Ask each learner to return the survey one week prior to the training session. The Pre-Training Assessment will provide you with some insight about how the learners feel about and currently deal with difficult people. It will also help you to identify and overcome potential obstacles that may inhibit participants learning.
Timing and Agendas

Given the time constraints in most organizations, we are offering two different agendas to choose from. The first option is a 90-minute session that will introduce the use of the 5step process for dealing with difficult attitudes. This session, in order to be most effective, should be followed up later with additional information and exercises. We recommend that all exercises be completed for optimum performance results. It would be best if you can get the participants together again for another face-to-face session. If you cant get together face-to-face, then memos and e-mails will help reinforce and continue the learning. Ask participants to return their results back to you. The second option is a 4-hour session. This hands-on workshop will provide learners with an opportunity to practice utilizing the 5-step process and receive valuable feedback on their skill development. Again, some type of follow-up is recommended for optimum results. We encourage you to send out occasional e-mails, newsletter articles, or memos to remind and help reinforce participants retention and use of the program material.
Participant Materials
All the materials needed for this program are provided within this binder. The materials found in the Participant Materials section are reproducible. Please feel free to make as Page 4
many copies of the participant materials as needed for each learner. However, the video and training instructions are NOT reproducible. If additional copies are needed, please contact your vendor.
Self-Study Workbook
The last section of this Facilitators Binder is a Self-Study Workbook. All of the materials in this section are reproducible. The Self-Study Workbook can be used when a learner is unable to attend the groups face-to-face training, or when new employees or managers are hired after the training has taken place.
No Two Are Just Alike

There are about 7,500 different varieties of apples grown worldwide. Like apples, people are different. Each person has a unique set of experiences, based upon their culture and upbringing. Remember, no one can make you change your attitude or behavior. Likewise, when people try to deal with difficult people there are no guarantees. Your goal, as the facilitator, is to create an environment conducive to understanding and self-discovery. It is your job to help the learners to understand why people have bad attitudes and to utilize techniques for dealing with the situation.
An Apple a Day
Just like the old English notion that an apple a day keeps the doctor away, we need peoplegood or bad. By using this program, we hope that you can turn bad apples into good apples!
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Map for the Facilitator

This page is provided as a map for the facilitator. Below is an example of one of the exercise pages. The map will help guide you as you prepare for your session.
Each exercise has a specific learning objective. Keep these objectives in mind when you are facilitating the program.
Approximate length of exercise.
Each exercise will list what materials are needed. Make sure you have the appropriate number of copies for your group size.
Each exercise has facilitators instructions that will guide the facilitator during the program.
When the instruction is to communicate the following to participants, the text that follows can be read or paraphrased by the facilitator.
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Icon Map
These icons are used throughout this material to help you easily identify what you need to do as a facilitator.
Ask & Discuss
Read or Paraphrase
Show Video
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Agenda Options
90 - minute Agenda Introduction Characteristics of a Bad Attitude Pre-Video Discussion Bad Attitudes Video Why People Do What Theyre Supposed To Case Studies Review & Evaluation
Time 15 minutes 12 minutes 13 minutes 20 minutes 10 minutes 15 minutes 5 minutes
Page 12 14 15 16 17 23 25
4 - hour Agenda Introduction Characteristics of a Bad Attitude Pre-Video Discussion Bad Attitudes Video Break Why People Do What Theyre Supposed To Explore the 5-Step Process Understanding Difficult People Turning Bad Apples into Good Apples Break Case Study Application Case Study Practice Review & Evaluation
Time 15 minutes 12 minutes 13 minutes 20 minutes 15 minutes 10 minutes 50 minutes 10 minutes 15 minutes 15 minutes 10 minutes 45 minutes 10 minutes
Page 12 14 15 16 17 19 20 21 23 24 25
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Facilitators Checklist
Before the Training:
Read through the entire facilitators guide. Watch the video several times. Determine the length of your session. Send out a memo inviting participants to the training be sure to attach the Forward page and the Pretraining Assessment. Review the participants Pretraining Assessments prior to the training and be prepared to discuss what you learned during the session. Locate audio/visual equipment and make sure it works. Make copies of any exercises needed for the training. Identify any personal stories that may make the session more meaningful to participants.
The Day of the Training:

Review your notes. Check the TV/VCR. Prepare flipcharts. Check the lighting of the room. Set up room arrangement. Participants will need to get into small groups during the session.
After the Training:

Review the Program Evaluation. Determine what, if anything, should be changed about your program. Send a follow-up e-mail or memo to participants reminding them to meet with their mentor or coach. Ask participants to e-mail you regarding their progress toward their goals.
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Invitation
Are you working with, serving, or even living with someone who has a bad attitude? Dealing with people that are negative or passive are some of the most challenging relationships. Just being around someone who complains, whines, or just doesnt say anything can cause you to feel frustrated, angry, or even helpless. Bad attitudes in the workplace can deteriorate morale, lower productivity, and increase costs. It doesnt take much for a co-worker, manager, or customer to feel the negative effects from someone with a bad attitude. The good news is there is now a process for dealing with these difficult people! Bad Apples is a training program to help you learn how to: Recognize and describe the characteristics of a bad attitude. Understand how negativity impacts relationships and performance. Assess a challenging situation and determine an appropriate strategy. Utilize a 5-step process for dealing with difficult people. Identify the reason(s) for someones poor performance. Develop potential solutions for resolving a problem. Regain your positive attitude about the other person or situation. Manage conflict with confidence, resulting in a positive outcome.
Join us on (date) from (start time end time) in (location) for an inspiring workshop to help you (insert text describing the appropriate use for this program.)
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Video Overview
Through five different scenarios, you will learn how to use a 5-step process for dealing with difficult attitudes.
Bad Apple #1: The Boss Who Knows It AllAnd Then Some!
Paulas manager, Tom, isnt willing to listen and consider her ideas.
Bad Apple #2: The Customer Who Got Up on the Wrong Side of the Bed
Jonathan and Anna help an angry bank customer.
Bad Apple #3: A Real Team PlayerNOT!

Kara observes one of her employees, Sam, is not willing to help his fellow co-workers.
Bad Apple #4: Change is Not in My Vocabulary!

Jan, an R.N., is frustrated with Amy, a C.N.A. for not utilizing the new treatment codes.
Bad Apple #5: The Whatever Co-worker

Jason tries to motivate one of his employees, Max, who doesnt seem to apply himself on the job.
The 5-Step Process

1. 2. 3. 4. 5. Determine Your Involvement Understand the Other Person Influence His/Her Attitude Resolve the Problem Recover and Go On
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Introduction
Length:
15 minutes
Learning Objectives:
Introduce participants to each other. Provide an overview of the program. Create a positive learning environment.
Materials Needed:
Flipchart or Overhead with the Program Objectives Pre-printed Flipchart for Why I Want to Learn How to Deal with Difficult People Introduction Worksheet
Facilitators Instructions:
1. 2. Welcome the participants to the program and introduce yourself. Provide an overview of the program and intended learning objectives: Bad Apples is a training program to help you learn how to: Recognize and describe the characteristics of a bad attitude. Understand how negativity impacts relationships and performance. Assess a challenging situation and determine an appropriate strategy. Utilize a 5-step process for dealing with difficult people. Identify the reason(s) for someones poor performance. Develop potential solutions for resolving a problem Regain your positive attitude about the other person or situation. Manage conflict with confidence, resulting in a positive outcome.
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3.
Ask each participant to introduce themselves and share one reason why learning strategies to deal with difficult people would be helpful to them. Record their response on flipchart. Possible responses include: I deal with them everyday. They drain all my energy and enthusiasm. They are a distraction to my productivity. They stress me out!
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Characteristics of a Bad Attitude

Length:
12 minutes
Understand how attitudes are communicated. Describe what bad attitudes look and sound like.
Materials Needed:
Characteristics of a Bad Attitude Worksheet Flipchart for Characteristics of Bad Attitudes
1. Explain how attitudes are communicated. 7% Words 38% Tone of Voice 55% Body Language What you do facial expressions, gestures, etc. 100% What you say How you say it
2.
Tell the participants to think about people they have encountered that have a bad attitude. For instance, they could be co-workers, customers, family members, friends, or strangers out in public. Ask them to describe in specific terms the characteristics of a bad attitude. Encourage them to record their responses on their Characteristics of a Bad Attitude Worksheet, while you list them on the flipchart. Possible responses include: What do they say? No way! I cant do that! Dont blame me! Its not my job! That wont work! I dont have time. Whatever! I dont know. I dont care. Yea right. How do they sound? Angry Defensive Bitter Whiny Loud Abrupt Rude Sarcastic Monotone Silent What do they do? Frown Point fingers Cross arms Walk away Look down Bored Tired Roll eyes Blank stare Nothing
3.
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Pre-video Discussion
Length:
13 minutes
Understand how attitude impacts other people. Describe the negative effects on co-workers, customers, a company and its culture.
Materials Needed:
Pre-Video Discussion Worksheet Flipchart for How Bad Attitudes AffectCo-workers, Customers, Culture, Company
1. Request each person find a partner and discuss questions 1-3 on the Pre-Video Discussion Worksheet. How do you feel or react around people with bad attitudes?
What are the unhealthy or improper ways to deal with difficult people?
What does the saying, One bad apple ruins the whole bunch mean? 2. Ask all participants to share how bad attitudes affect other people. Encourage them to record their responses on their Pre-Video Discussion Worksheet, while you list them on the flipchart. Possible responses include:
Co-Workers Angry Frustrated Resentful Complain Culture or Environment Tense Deteriorates teamwork Lowers morale Breaks down communication
Customers Dissatisfied Complain Quit doing business Tell other potential customers Company More mistakes Lowers productivity Increases cost Loss of employees & customers
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Bad Apples Video

Length:
20 minutes
Watch and listen to how attitudes affect the workplace. Learn how to use a 5-step process to deal with difficult attitudes. Realize that Bad Apples can actually turn out to be Good Apples.
Materials Needed:
TV and VCR Video, Bad Apples: How to Deal with Difficult Attitudes
1. Communicate the following to introduce the video: The video you are about to watch will introduce you to 5 Bad Applespeople in the workplace with bad attitudes. You will hear how their attitudes are affecting other peopletheir co-workers, bosses, and customers. In addition, you will learn how to use a 5-step process to deal with a difficult situation or relationship. Afterwards, I will ask you to identify what was helpful in changing a Bad Apple into a Good Apple. 2. 3. View the video, Bad Apples: How to Deal with Difficult Attitudes After watching the video, ask the participants to identify: What did you see or hear that was effective in dealing with those 5 difficult people?
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Why Dont People Do What Theyre Supposed To

Length:
10 minutes
Learn the top 10 reasons why employees dont do what theyre supposed to do. Identify possible causes for poor performance. Realize that a bad attitude may be a result of factors you arent aware of and can be easily corrected.
Materials Needed:
Why Dont People Do What Theyre Supposed To Worksheet Overhead of the Worksheet to record possible causes
1. Introduce the survey results: Ferdinand F. Fournies, author of the book, Why Employees Don't Do What They're Supposed to Do asked 4,000 employees and managers with various occupations in a wide variety of industries for the reasons they hadn't done something in the past they were supposed to have done on the job. The top ten reasons are listed below in order of most to least frequent response. 2. Ask them to identify possible causes for each reason someone didnt do what they were supposed to. Possible responses include:
Top 10 Reasons 1. They didn't know why they should do it.
Possible Causes No one explained the importance of the task. No one clarified the timeline and deadlines. No one defined the expectations.
2. They didn't know when to begin and end it.
3. They didn't know what they were supposed to do. 4. They didn't know how to do it.
No one showed or trained them.
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5. They thought they were doing it. 6. They thought your way wouldn't work, or their way was better. 7. They thought something else was more important. 8. They aren't rewarded for doing itor they aren't punished for not doing it. 9. They are rewarded for not doing itor they are punished for doing it.
No one gave them feedback. Previous experience or lack of understanding. No one redirected their priorities.
No one gave them positive or corrective feedback. They arent being treated fairly because: Example A: If they complain, they arent asked to do a task. Example B: They have to do someone elses work.
10. They didn't think they could do it.
They lack confidence in themselves.
Optional discussion question:

What could a manager or co-worker do in each case to help someone do what he or she is supposed to do?
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Explore the 5-Step Process

Length:
50 minutes
Understand the purpose of each step in the process. Discuss how to complete each step.
Materials Needed:
Explore the 5-Step Process Worksheet
Spend approximately 10 minutes on each step: 1. 2. 3. Explain the purpose of the stepwhy it is important to the situation. Identify the strategies for implementing the step. Use the questions to discuss how to complete the step.
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Understanding Difficult People

Length:
10 minutes
Recognize 9 different types of difficult people. Understand why it happens. Utilize strategies for dealing with them.
Materials Needed:
Understanding Difficult People Worksheet Overhead of Understanding Difficult People
1. Introduce the roster of characters that are often difficult to deal with: 2. 3. The Quiet One Stubborn The Heckler The Rambler Conversationalist The Whiner Personality Problems Wrong Track The Know-It-All
Review the reasons why it happens and what you can do about it. Request each participant discuss with a partner: Which characters are the most difficult to deal with? Why?
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Turning Bad Apples into Good Apples

Length:
15 minutes
Recognize 13 Bad Apples you may have encountered. Identify things you could say, ask, or do to turn them into Good Apples.
Materials Needed:
Turning Bad Apples into Good Apples Worksheet Overhead of Turning Bad Apples into Good Apples
Facilitators Instructions: 1. Either in small groups or with partners, ask the participants to identify things that someone could say, ask, or do to make a positive influence on a bad apple. For the sake of time you might have half of the group do the odd and the other half do the even numbered items. Record your responses below. Make them specific, relevant and appropriate to the participants.
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Your Answer Key: Turning Bad Apples into Good Apples
Bad Apples 1. Brad Bored 2. Carol Complainer 3. Gregory Gossip 4. Betty Busywork 5. Roger Rigid 6. Victoria Victim 7. William Whatever 8. Lisa Lazy 9. Doubting Thomas 10. Jill Jealous 11. Worry Walt 12. Betty Backstabber 13. Timid Tim
Things You Could Say
Things You Could Ask
Things You Could Do
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Case Study Application

Length:
10 - 15 minutes, depending upon the length of the training
Learning Objectives: Apply the use of the 5-step process to a recent or current situation. Practice writing statements and questions to accomplish each step.
Materials Needed:
Case Study Application Worksheet Your completed sample of Case Study Application on overhead
1. Prior to facilitating this program, you will need to complete a sample Case Study Application Worksheet to demonstrate how to use this worksheet. Choose an appropriate situation, one that the participants can relate with, but doesnt embarrass anyone. Make an overhead of the completed sample. Show the participants your sample worksheet. Ask them each to complete one of their own. You may choose to let them describe either a relationship at work or home.
2. 3.
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Case Study - Practice

Length:
45 minutes
Practice utilizing the 5-step process for dealing with difficult attitudes. Obtain feedback and suggestions for enhancing your effectiveness when dealing with difficult attitudes.
Materials Needed:
Flipchart to explain how to set up the Practice Rounds: Bad Apple Person One Person Two Person Three Uses the 5-Steps Person Two Person Three Person One Observer Person Three Person One Person Two
15-minute Rounds 1 2 3
1. 2. Number off by three and divide the group into triads (3 per group). Explain how the practice round(s) will work: Each person will have 15 minutes to practice using the 5-step process. For the first round: Person One will be the Bad Apple, Person Two will practice using the 5-steps to deal with the Bad Apple, and Person Three observes and gives feedback. 3. Ask Person Two to describe the situation to Person One who will be the Bad Apple. Allow 10 minutes to practice using the 5-steps in a role-play discussion. At the end of 10 minutes, stop the discussion and ask the observers to give specific feedback on how well the 5-steps were utilized. The observers will have 5 minutes to share feedback and make suggestions. Repeat the same process for Rounds 2 and 3.
4.
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Review and Evaluation

Length:
training 5-10 minutes, depending upon the length of the
Review the key concepts learned during the training. Evaluate the effectiveness of the program.
Materials Needed:
Program Evaluation Worksheet Supply of squeeze Bad Apples for each participant
1. Review the activities and/or the learning objectives for the program: As you learned today, bad attitudes in the workplace can deteriorate morale, lower productivity, and increase costs. It doesnt take much for a co-worker, manager, or customer to feel the negative effects from someone with a bad attitude. However, you now have a process for dealing with these difficult people! Today you learned how to: Recognize and describe the characteristics of a bad attitude. Understand how negativity impacts relationships and performance. Assess a challenging situation and determine an appropriate strategy. Utilize a 5-step process for dealing with difficult people. Identify the reason(s) for someones poor performance. Develop potential solutions for resolving a problem. Regain your positive attitude about the other person or situation. Manage conflict with confidence, resulting in a positive outcome.
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2.
Ask each participant to share what was most beneficial to them and what they will do when dealing with difficult attitudes. Distribute the Program Evaluation Worksheets. Request each participant complete their evaluation before they leave. Announce they will receive a squeeze Bad Apples when they turn in their evaluation. Encourage them to put their Bad Apples on their desk as a reminder that most Bad Apples are Good Apples, depending upon how you deal with them.
3.
4.
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Bad Apples
Participant Materials
Bad Apples How to Deal With Difficult Attitudes Participant Materials
Introduction
Page 1
2000 Michele Matt Yanna and VisionPoint Productions, Inc This page may be reproduced in unlimited quantities for training purposes.
Pre-Training Assessment
Instructions:
Answer the following questions in the space provided. This is not a test, but an assessment of how you feel and currently deal with difficult people. 1. Describe the characteristics of someone who is difficult to deal with. What do they say?
What do they do?
2.
How do you feel when you encounter someone with a bad attitude?
3.
How does negativity impact the workplace?
4.
How do employees with a bad attitude affect customers?
5.
What do you usually do or say when you are around someone who has a bad attitude?
Page 2

Attitudes are REAL! They can be heard, seen, and even felt. People communicate their attitude using three components: 7% 38% 55% 100% Words (What you say) Tone of Voice (How you say it) Body Language (What you do facial expressions, gestures, etc.)
Instructions:
Think about people you know that have a bad attitude. Describe their characteristics.
What do they say? (Record their words, phrases, or comments)
How do they sound? (Describe their tone of voice, face-to-face or on the phone)
What do they do? (List their facial expressions, gestures, body language, etc.)
Page 3
Pre-Video Discussion
1.
How do you feel or react around people with bad attitudes?
2.
3.
What does the saying, One bad apple ruins the whole bunch mean?
4.
How do bad attitudes affect:
Coworkers
Customers
Culture or Environment
Company
Page 4
Why Dont People Do What Theyre Supposed To?

A survey* was conducted with 4,000 employees and managers with various occupations in a wide variety of industries (banking, hospitals, retail, manufacturing, and service). Participants were asked for reasons they hadn't done something in the past they were supposed to have done on the job. The top ten reasons are listed below in order of most to least frequent response.
Top 10 Reasons
1. They didn't know why they should do it. 2. They didn't know when to begin and end it. 3. They didn't know what they were supposed to do. 4. They didn't know how to do it. 5. They thought they were doing it. 6. They thought your way wouldn't work, or their way was better. 7. They thought something else was more important. 8. They aren't rewarded for doing itor they aren't punished for not doing it. 9. They are rewarded for not doing itor they are punished for doing it. 10. They didn't think they could do it.
Possible Causes
* Source: Ferdinand F. Fournies, Why Employees Don't Do What They're Supposed to Do. Page 5

Step One: Determine Your Involvement
The purpose of this step is to help you determine whether or not to say or do anything once you encounter a difficult person. Ask yourself four questions: Is this person important to you? Has this happened before? Does this bother you or other people? Can you invest your time?
NOTE: If you answer no to any of the four questions in Step One
It is recommended that you remove yourself from the situationeither temporarily or permanently.
Discuss the following questions to understand how to complete step one.

1. List the names of people or relationships that are important to you.
2.
What constitutes a habit?
3.
Besides yourself, who else might be affected by a difficult person?
4.
When/where is it appropriate to discuss a problem with someone?
5.
When/where is it inappropriate to discuss a problem with someone?
6.
In what circumstances might it be important to not get involved with certain difficult situations or people at work? at home? in public?
Page 6

Step Two: Understand the Other Person
The purpose of this step is to avoid making any negative impressions about someone before learning the facts. Ask open-ended questions that start with: Who? What? When? Where? How? NOTE: Once you learn the facts about the other person or the situation, you may decide not to get involved.
Discuss the following questions to understand how to complete step two.

1. How could incorrect assumptions about someone or a situation affect a relationship?
2.
Why is it important to learn the facts when faced with a problem?
3.
Describe the characteristics of someone who can listen with an open mind.
4.
For what reasons might someone have a bad attitude and been misunderstood?
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Step Three: Influence His/Her Attitude The purpose of this step is to gain the other persons agreement to change his/her attitude or behavior. Here are three ways to influence them: Describe how you or other people feel. Explain possible consequences. Suggest other ways to think about the problem.
Discuss the following questions to understand how to complete step three.

1. Why is it important to gain the other persons agreement there is a problem with his/her attitude or behavior? How could you describe your feelings so that the difficult person wouldnt become defensive? Sharp Words that Anger Soft Words that Convince
2.
3.
One of the quickest ways to lose credibility with someone is to threaten consequences you arent prepared to follow through with. List some appropriate consequences for poor performance at work:
at home:
4.
To help the difficult person think about additional ways they impacted a situation or relationship, describe how other people are affected.
Page 8

Step Four: Resolve the Problem The purpose of this step is: Define your future expectations. Mutually discuss solutions. Agree upon the best solution(s).
Discuss the following questions to understand how to complete step four.

So often people dont do what they are supposed to because they didnt know what was expected of them. Describe, in specific terms, what is expected of you by your:
Supervisor or Manager

Employee(s)
Co-Workers

Customers
Page 9

Step Five: Recover and Go On The purpose of this step is to help you after the discussion. Once you have clarified the next steps, it is important to: Regain your positive attitude. Follow-through with commitments. Recognize any change the other person makes in his/her attitude.
Discuss the following questions to understand how to complete step five.

1. How do you feel about people that you have a conflict with?
2.
What are the dysfunctional ways to manage conflict?
3.
What does the phrase, separate the person from his/her behavior, mean?
4.
Why is it important to follow-through with any commitments youve made to help the other person?
5.
What can you say or do to recognize any positive change in his/her attitude or behavior?
6.
How can you avoid carrying a grudge toward a difficult person?
Page 10

Character Why it happens Bored What to do about it Gain interest by asking for opinion. Question the person next to this person. Then ask the quiet one to comment on the view expressed. Compliment the first time this person contributes. Indicate respect for this persons experience, then ask for ideas. Ask other members of the group to comment on the ideas. Remind the person that time is short and suggest they accept the group consensus presently. Indicate your willingness to talk with them at a later time. Stubborn Good natured, but is distracted by job or personal problems Keep yours and others tempers under control. Honestly agree with one idea, then move to something else. As a last resort, talk privately with this person to determine whats bothering them. The Heckler
Indifferent
Timid
Superior The Quiet One Cant or wont see the other side
Page 11

Character Why it happens Has good ideas, but doesnt get to the point What to do about it When there is a pause for breath, thank this person, summarize the point made, refocus attention, and move on. In a friendly manner, indicate that we are a little off the subject.
The Rambler Side chatter is usually personal, but distracting Dont embarrass, but call this person by name and ask an easy question. Call this person by name, restate their last opinion expressed, and ask for their opinion. Participation is the best cure. Include this person in the discussion. Conversationalist Has a pet peeve Gripes Point out that the problem at hand is to operate as efficiently and cooperatively as possible under present circumstances. Indicate that youll discuss the personal problem with them privately at a later date. In some cases, it is helpful to ask the group to respond to their complaint.
Has a legitimate complaint
The Whiner
Page 12

Character Why it happens Some personalities just clash, causing a danger to the success of the meeting What to do about it Maximize points of agreement; minimize disagreements. Draw attention to the objective at hand. Pose a direct question to an uninvolved member on the topic. Frankly state that personalities should be left out of the discussion. Personality Problems Brings up incorrect ideas Say, Thats one way of looking at it, and tactfully make any corrections. Say, I hear your point, but can we deal with our current situation?
Wrong Track Highly motivated Slow this person down with some difficult questions. Say, Thats an interesting point. Now lets see what the rest think. Draw upon their knowledge, but relay to the group. In general, ask the person a direct question to refocus them on the task or decision to be completed.
Show off
Well informed
Just plain talkative
The Know-It-All
Page 13

Instructions: F o r e a c h s i t u a t i o n d e s c r i b e d b e l o w , d i s c u s s w h a t y o u could say, ask or do if you encountered the following Bad Apples.
Bad Apples
1. Brad Bored 2. Carol Complainer 3. Gregory Gossip 4. Betty Busywork 5. Roger Rigid 6. Victoria Victim 7. William Whatever 8. Lisa Lazy 9. Doubting Thomas 10. Jill Jealous 11. Worry Walt 12. Betty Backstabber 13. Timid Tim
Things You Could Do
Page 14
Case Study - Application

Instructions: Practice using the 5-step process with a difficult relationship you have or are currently dealing with. Begin by writing a description of the situation or behavior. Then write actual statements and questions you could use during your discussion.
SITUATION: Describe Your Observations.

What did s/he say? (Record words, phrases, or comments)
How did s/he sound? (Describe tone of voice)
What did s/he do? (List facial expressions, gestures, body language)
STEP 1:
Determine Your Involvement.
Is this person important to me?
Has this happened before?
Does this bother me or others?
Can I invest my time?

If you answer no to any of the questions, remove yourself temporarily or permanently. Otherwise, move onto step two.
Page 15
Case Study Application (continued)

STEP 2:
Who What When Where Why How
NOTE: Once you learn more about the situation, ask yourself if you still want to make a change? If no, you can remove yourself temporarily or permanently. Otherwise, move onto step three.
Understand the Other Person.
STEP 3:
Influence His/Her Attitude.
Describe how you feel.
Explain possible consequences.
Suggest other ways to think about it.
STEP 4:
Resolve the Problem.
Define future expectations.
Mutually discuss solutions.
Page 16

STEP 5: Recover and Go On.
Define how you will help him/her.
Describe how you can regain your positive attitude toward yourself:
toward the other person.
List 3 ways to recognize any change the other person makes in his/her attitude.
Page 17
Program Evaluation
Instructions:
Please circle the number that best describes your satisfaction with this program.
Very Low

Low
High
Very High
The objectives of the training were clearly presented. Opportunities to ask questions and discuss issues were sufficient. The session was well organized and presented.
1 1 1
2 2 2
3 3 3
4 4 4
Please circle the number that describes your confidence to be able to:
Very Low

Low
High
Very High
Recognize and describe the characteristics of a bad attitude. Understand how negativity impacts relationships and performance. Assess a challenging situation and determine an appropriate strategy. Utilize a 5-step process for dealing with difficult people. Identify the reason(s) for someones poor performance. Develop potential solutions for resolving a problem. Regain your positive attitude about the other person or situation. Manage conflict with confidence, resulting in a positive outcome.
1 1 1 1 1 1 1 1
2 2 2 2 2 2 2 2
3 3 3 3 3 3 3 3
4 4 4 4 4 4 4 4
The best part of this program was:
This program could be improved by:
Additional comments:
I would recommend this session to other people (circle one).
Yes
No
Page 18
Bad Apples
Self-Study Materials
Bad Apples How to Deal With Difficult Attitudes Self Study Materials
Introduction
About this Self-Study Course This self-study program will help you to understand how bad attitudes affect you and other people. The exercises are designed for you to complete before and after watching the Bad Apples video. Each exercise builds upon the next; therefore, it is important for you to complete the exercises in the order that they appear in this workbook.
Page 1

Attitudes are REAL! They can be heard, seen, and even felt. People communicate their attitude using three components: 7% 38% 55% 100% Words (What you say) Tone of Voice (How you say it) Body Language (What you do facial expressions, gestures, etc.)
Instructions:
Think about people you know that have a bad attitude. Describe their characteristics. Write your response in the space provided below.
What do they say? (Record their words, phrases, or comments)
How do they sound? (Describe their tone of voice, face-to-face or on the phone)
What do they do? (List their facial expressions, gestures, body language, etc.)
Page 2
The Impact of Bad Attitudes

Instructions:
Before viewing the Bad Apples video, take some time to reflect on the following questions. Write your answers in the space provided. 1. How do you feel or react around people with bad attitudes?
2.
3.
What does the saying, One bad apple ruins the whole bunch, mean?
4.
How do bad attitudes affect:
Co-Workers
Customers
Culture or Environment
Company
Page 3

Instructions: View the video, Bad Apples: How to Deal with Difficult Attitudes. After watching the video, review the description of each step and write your answers to the questions in the space provided.
Step One:
Determine Your Involvement
The purpose of this step is to help you determine whether or not to say or do anything once you encounter a difficult person. Ask yourself four questions: Is this person important to you? Has this happened before? Does this bother you or other people? Can you invest your time?
NOTE: If you answer no to any of the four questions in Step One It is recommended that you remove yourself from the situationeither temporarily or permanently.
Answer the following questions to understand how to complete step one.

1. List the names of people or relationships that are important to you?
2.
What constitutes a habit?
3.
Beside yourself, who else might be affected by a difficult person?
4.
When/where is it appropriate to discuss a problem with someone?
5.
When/where is it inappropriate to discuss a problem with someone?
6.
In what circumstances might it be important to not get involved with certain difficult situations or people at work? at home? in public?
Page 4

Step Two: Understand the Other Person
The purpose of this step is to avoid making any negative impressions about someone before learning the facts. Ask open-ended questions that start with: Who? What? When? Where? How?
NOTE: Once you learn the facts about the other person or the situation, you may decide not to get involved.
Answer the following questions to understand how to complete step two.

1. How could incorrect assumptions about someone or a situation affect a relationship?
2.
Why is it important to learn the facts when faced with a problem?
3.
Describe the characteristics of someone who can listen with an open mind?
4.
For what reasons might someone have a bad attitude and been misunderstood?
Page 5
Why People Do What Theyre Supposed To

A survey* was conducted with 4,000 employees and managers with various occupations in a wide variety of industries (banking, hospitals, retail, manufacturing, and service). Participants were asked for reasons they hadn't done something in the past they were supposed to have done on the job. The top ten reasons are listed below in order of most to least frequent response. Instructions: F o r e a c h r e a s o n , l i s t p o s s i b l e c a u s e s f o r s o m e o n e t o not do what theyre supposed to do.
Top 10 Reasons
1. They didn't know why they should do it.
Possible Causes
2. They didn't know when to begin and end it. 3. They didn't know what they were supposed to do. 4. They didn't know how to do it. 5. They thought they were doing it. 6. They thought your way wouldn't work, or their way was better. 7. They thought something else was more important. 8. They aren't rewarded for doing itor they aren't punished for not doing it.
9. They are rewarded for not doing itor they are punished for doing it.
10. They didn't think they could do it.
* Source: Ferdinand F. Fournies, Why Employees Don't Do What They're Supposed to Do. Page 6

Step Three: Influence His/Her Attitude The purpose of this step is to gain the other persons agreement to change his/her attitude or behavior. Here are three ways to influence them: Describe how you or other people feel. Explain possible consequences. Suggest other ways to think about the problem. Answer the following questions to understand how to complete step three.
1. Why is it important to gain the other persons agreement that there is a problem with his/her attitude or behavior? How could you describe your feelings so that the difficult person wouldnt become defensive? Sharp Words that Anger Soft Words that Convince
2.
3.
One of the quickest ways to lose credibility with someone is to threaten consequences you arent prepared to follow through with. List some appropriate consequences for poor performance at work:
at home:
4.
To help the difficult person think about additional ways they impacted a situation or relationship, describe how other people are affected.
Page 7

Step Four: Resolve the Problem The purpose of this step is: Define your future expectations. Mutually discuss solutions. Agree upon the best solution(s). Answer the following questions to understand how to complete step four.
So often people dont do what they are supposed to because they didnt know what was expected of them. Describe, in specific terms, what is expected of you by your:
Supervisor or Manager

Employee(s)
Coworkers

Customers
Page 8
Step Five: Recover and Go On The purpose of this step is to help you after the discussion. Once you have clarified the next steps, it is important to: Regain your positive attitude. Follow-through with commitments. Recognize any change the other person makes in his/her attitude. Answer the following questions to understand how to complete step five.
1. How do you feel about people that you have a conflict with?
2.
What are the dysfunctional ways to manage conflict?
3.
What does the phrase, separate the person from his/her behavior, mean?
4.
Why is it important to follow-through with any commitments youve made to help the other person?
5.
What can you say or do to recognize any positive change in his/her attitude or behavior?
6.
How can you avoid carrying a grudge toward a difficult person?
Page 9
Character
Why it happens Bored
What to do about it Gain interest by asking for opinion. Question the person next to this person. Then ask the quiet one to comment on the view expressed. Compliment the first time this person contributes. Indicate respect for this persons experience, then ask for ideas. Ask other members of the group to comment on the ideas. Remind the person that time is short and suggest they accept the group consensus presently. Indicate your willingness to talk with them at a later time.
Indifferent
Timid
Superior The Quiet One Cant or wont see the other side
Stubborn Good natured, but is distracted by job or personal problems Keep yours and others tempers under control. Honestly agree with one idea, then move to something else. As a last resort, talk privately with this person to determine whats bothering them. The Heckler
Page 10
Character
Why it happens Has good ideas, but doesnt get to the point
What to do about it When there is a pause for breath, thank this person, summarize the point made, refocus attention, and move on. In a friendly manner, indicate that we are a little off the subject.
The Rambler Side chatter is usually personal, but distracting Dont embarrass, but call this person by name and ask an easy question. Call this person by name, restate their last opinion expressed, and ask for their opinion. Participation is the best cure. Include this person in the discussion. Conversationalist Has a pet peeve Gripes Point out that the problem at hand is to operate as efficiently and cooperatively as possible under present circumstances. Indicate that youll discuss the personal problem with them privately at a later date. In some cases, it is helpful to ask the group to respond to their complaint.
Has a legitimate complaint
The Whiner
Page 11
Character
Why it happens Some personalities just clash, causing a danger to the success of the meeting
What to do about it Maximize points of agreement; minimize disagreements. Draw attention to the objective at hand. Pose a direct question to an uninvolved member on the topic. Frankly state that personalities should be left out of the discussion.
Personality Problems Brings up incorrect ideas Say, Thats one way of looking at it, and tactfully make any corrections. Say, I hear your point, but can we deal with our current situation?
Wrong Track Highly motivated Slow this person down with some difficult questions. Say, Thats an interesting point. Now lets see what the rest think. Draw upon their knowledge, but relay to the group. Just plain talkative In general, ask the person a direct question to refocus them on the task or decision to be completed.
Show off
Well informed
The Know-It-All
Page 12

Instructions: F o r e a c h s i t u a t i o n d e s c r i b e d b e l o w , w r i t e s o m e t h i n g you could say, ask or do if you encountered the following Bad Apples.
Bad Apples
1. Brad Bored 2. Carol Complainer 3. Gregory Gossip 4. Betty Busywork 5. Roger Rigid 6. Victoria Victim 7. William Whatever 8. Lisa Lazy 9. Doubting Thomas 10. Jill Jealous 11. Worry Walt 12. Betty Backstabber 13. Timid Tim
Things You Could Do
Page 13
Case Study - Application

Instructions: Practice using the 5-step process with a difficult relationship you have or are currently dealing with. Begin by writing a description of the situation or behavior. Then write actual statements and questions you could use during your discussion.
SITUATION: Describe Your Observations.

What did s/he say? (Record words, phrases, or comments)
How did s/he sound? (Describe tone of voice)
What did s/he do? (List facial expressions, gestures, body language)
STEP 1:
Determine Your Involvement.
Is this person important to me?
Has this happened before?
Does this bother me or others?
Can I invest my time?

If you answer no to any of the questions, remove yourself temporarily or permanently. Otherwise, move onto step two.
Page 14

STEP 2:
Who What When Where Why How
NOTE: Once you learn more about the situation, ask yourself if you still want to make a change? If no, you can remove yourself temporarily or permanently. Otherwise, move onto step three.
Understand the Other Person.
STEP 3:
Influence His/Her Attitude.
Describe how you feel.
Explain possible consequences.
Suggest other ways to think about it.
STEP 4:
Resolve the Problem.
Define future expectations.
Mutually discuss solutions.
Page 15

STEP 5: Recover and Go On.
Define how you will help him/her.
Describe how you can regain your positive attitude toward yourself:
toward the other person.
List 3 ways to recognize any change the other person makes in his/her attitude.
Page 16
Program Evaluation
Instructions:
Please circle the number that best describes your satisfaction with this program.
Very Low

Low
High
Very High
The objectives of the training were clearly presented. The self-study materials were well organized and presented.
1 1
2 2
3 3
4 4
Please circle the number that describes your confidence to be able to:
Very Low

Low
High
Very High
Recognize and describe the characteristics of a bad attitude. Understand how negativity impacts relationships and performance. Assess a challenging situation and determine an appropriate strategy. Utilize a 5-step process for dealing with difficult people. Identify the reason(s) for someones poor performance. Develop potential solutions for resolving a problem. Regain your positive attitude about the other person or situation. Manage conflict with confidence, resulting in a positive outcome.
1 1 1 1 1 1 1 1
2 2 2 2 2 2 2 2
3 3 3 3 3 3 3 3
4 4 4 4 4 4 4 4
The best part of this program was:
This program could be improved by:
Additional comments:
I would recommend this program to other people (circle one). Yes
No
Page 17

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Bad Apples

How to Deal with Difficult Attitudes

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

About the Author

Training video Training video Learning kit Training Exercises

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Uses for this Program

Supervisory, Management, and Leadership Development

Customer Service Training

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Notes to the Facilitator

Examples and Stories

Timing and Agendas

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

No Two Are Just Alike

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Map for the Facilitator

Approximate length of exercise.

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Ask & Discuss

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Time 15 minutes 12 minutes 13 minutes 20 minutes 10 minutes 15 minutes 5 minutes

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

The Day of the Training:

After the Training:

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apple #3: A Real Team PlayerNOT!

Bad Apple #4: Change is Not in My Vocabulary!

Bad Apple #5: The Whatever Co-worker

The 5-Step Process

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Characteristics of a Bad Attitude

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apples Video

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Why Dont People Do What Theyre Supposed To

Top 10 Reasons 1. They didn't know why they should do it.

2. They didn't know when to begin and end it.

No one showed or trained them.

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

10. They didn't think they could do it.

They lack confidence in themselves.

Optional discussion question:

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Explore the 5-Step Process

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Understanding Difficult People

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Turning Bad Apples into Good Apples

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Your Answer Key: Turning Bad Apples into Good Apples

Things You Could Say

Things You Could Ask

Things You Could Do

Bad Apples How to Deal With Difficult Attitudes Facilitators Guide

Bad Apples Facilitator's Guide

Bad Apples Facilitator's Guide