Of course there is more than one kind of disruption in any team meeting or within any organization and there are different kinds of subordinate behavior. In this module, we will look at some of the options available to you. First of all, we look at the more desirable options, they may work. And then finally, we look at the less desirable options, the more regrettable ways of dealing with a decision. The first option is to welcome the challenge. It may well be that the person involved may have a legitimate complaint and the suggestion about the way that you lead Or a test that you've set.

Instead of sticking to your guns and your way of doing things, listen to the person involved. Listen to their suggestion and be completely open. Just ask them if they were in charge. What would they do? How would they tackle the situation, the task? Or how would they move forward?

Many times people are very surprised at your openness, and it wins you instant success. Better yet, take someone who is trying to encourage more people to go against you and put them in a position of power and responsibility. This is a technique called transform his mo and it was championed by the Italian ruler, Mussolini. It's quite a good solution because a demonstrates to that person the difficulty of being an adult position and skills of that leadership is not as easy as they might think. And be it business them to the point where they can't become too problematic. Another thing you could do is to explain to the person, the damage they're doing to themselves and to the team and to the organization by being obstructive and generally unhelpful.

This, again, is the power of asking why. For example, if someone is simply not pulling their weight, they're taking long breaks are generally not working as hard as the rest of the team. You could point out that the rest of the team has to pull up the slack and take their workload. It doesn't foster good relations between the team members. It's not a good situation. If they value the friendship of their team members, their colleagues, then this could be enough for them to change their ways.

It may also be worth mentioning that it will be noted for the annual review. Of course, the temptation here is to make an example of this person and to tell the rest of the team, that they're not pulling their weight. This is a mistake, because it will a make that person feel victimized and be create disharmony in your ranks. This will ultimately be bad for the team. What you can do is to praise those who are putting in more hours and make sure that they know that you're aware in the difference between their efforts and those of their colleague. One thing you must never do is to shout, rant or rave at one of your team members.

This instantly makes them feel like a victim, particularly if other people are present. It will make the situation much worse. Because if they don't bow down, then they will feel as though they need to stand up to you and shout back. The situation can quickly spiral out of control. Moreover, by doing this, you're completely misunderstanding the unwritten agreement between you and the team member. Ultimately, when you are in charge of someone in a work setting, it means that they agreed to work for your organization.

It does not mean that you have supreme authority over them and you certainly don't have the right to reprimand them as you would a child. You might be their superior in terms of work hierarchy, but you are equal in reality. So what is really going on here is an agreement. The agreement is that they will do what you ask within reason in exchange for payment and workplace satisfaction. If the agreement is not working out that either of you have the right to terminate the agreement, but you do not have the right to make them feel small. It's highly important that you make sure this is not a permanent state of affairs.

Don't be seen as having lost your cool. Simply do what has to be done and move on. The easiest way to do this is to have a clear set of rules Complete the repercussions for not following these rules. For instance, people not working their full set of hours will be required to make up those hours in the evenings and the weekends. With a clearly defined set of actions and outcomes, you can carry out what needs to be done in a cool and collected fashion without making it personal, and without ever seeming on affair. It's the same law for everyone.

They've had prior warning, and you're simply following a predefined and agreed set of instructions. This is one more reason why you shouldn't be too chummy with your team. It can make it extremely difficult to have their disciplinary measures