How to Manage Someone Who Went for the Same Job скачать в хорошем качестве

How to Manage Someone Who Went for the Same Job

How to manage situations where someone who applied for a leadership role, but didn't get it, ends up reporting to the leader they lost out to. The discussion covers emotional regulation, naming difficult behaviours, and how leaders can handle power struggles effectively. Watch to learn strategies for addressing these issues, keeping the workplace productive, and ensuring that everyone's role is respected. In this episode, we discuss the following: 👉 Managing Disappointment: When a team member doesn’t get the leadership role they wanted, they may struggle to adapt. 👉 Emotional Regulation is Key: If they act out frustration, it may indicate they weren't ready for the leadership role. 👉 Name the Behaviour: Leaders should address negative or sabotaging behaviours directly and openly. 👉 Discomfort is Normal: Leaders may feel uncomfortable addressing conflict, but it’s crucial for workplace integrity. 👉 Avoid the Mood Dictatorship: Don't let someone else's emotions control the team's dynamic. 👉 Empathy and Cooperation: Approach difficult situations with understanding, but don’t let unproductive behaviours slide. 👉 Control Your Response: You can't change someone's behaviour, but you can control how you respond. 👉 Dealing with Persistent Negative Behaviour: If someone continues to disrupt, it's crucial to keep a steady leadership approach. 👉 Role of Feedback: Giving feedback, even when uncomfortable, is essential for creating accountability. 👉 Open Communication: Encourage open dialogue about frustrations in a constructive way, not destructive. 0:00 – Introduction: Managing Leadership Role Struggles 0:53 – The Emotional Impact of Not Getting the Leadership Role 1:36 – Why Emotional Regulation Matters for Leadership 2:22 – Naming the Behaviour: Confronting Negative Actions 3:10 – How to Address Conflict without Buying into the Drama 3:58 – The Importance of Not Letting Mood Dictate Workplace Dynamics 4:36 – Helping Employees Find Value in Their Current Role 5:00 – When Policies Aren’t an Option: Naming the Problem Discover the keys to fostering inclusive workplaces with Sile Walsh's book on inclusive leadership. Gain insights, practical tools, and strategies to create a more equitable environment for all employees. Whether you're a leader, HR professional, or simply passionate about diversity, this book is your essential guide. 📖 Buy the Book Inclusive Leadership Navigating Organisational Complexity @ https://www.silewalsh.com/inclusive-l... ❇️ Join the conversation about inclusive leadership by using #ILNOC and tagging me @silewalsh1 on all social media platforms. 👉 Download your free Inclusive Leader's Pocket Guide: https://www.silewalsh.com/pocketguide 💌 Sign up for weekly leadership Letters: https://www.silewalsh.com/leadershipl... Hope you enjoyed the video; if so, don’t forget to … 💟 Follow us on YouTube: https://www.youtube.com/channel/silew... 💟 Follow us on LinkedIn:   / silewalsh   💟 Follow us on Twitter:   / silewalsh1   💟 Follow us on TikTok: https://www.tiktok.com/ @SileWalsh1 #Leadership #WorkplaceDynamics #EmotionalIntelligence #ConflictResolution #LeadershipDevelopment #PowerStruggles #Teamwork #ManagingFrustration #Coaching #WorkplaceWellness #TeamManagement #EmployeeBehaviour #EmotionalRegulation #CareerGrowth #FeedbackCulture #WorkplaceCulture #LeadersOfTomorrow #OrganisationalBehaviour #ProfessionalDevelopment #leadershipstruggles --- In this video, we discuss how to manage workplace dynamics when someone who didn’t get a leadership role ends up reporting to the leader they lost out to. This scenario is common in various work settings, including educational institutions and private companies. The speaker emphasises the importance of emotional regulation and self-awareness. When an employee reacts negatively or sabotages their new leader, it can indicate they weren’t ready for the role in the first place. Leaders must address these behaviours directly, naming them to avoid feeding into invisible power struggles and drama. While not all organisations can implement formal performance plans, calling out negative actions openly helps hold people accountable. The speaker advises leaders to be clear about what they observe and to not shy away from addressing uncomfortable truths. It's crucial not to let an individual’s behaviour control the work environment. Even if the person continues to act out, leaders should maintain their own standards and not collude with the negative behaviour. The speaker also suggests helping frustrated employees see the value in their current roles, but in cases of ongoing dysfunction, leaders should take steps to prevent further disruption.