3.4 Case Study: Runners Relay Ltd.
It is time to practice our new active listening skills. Let’s utilize script writing and role-playing to resolve a workplace conflict at Runners Relay.
The Scenario: An Active Listening Approach
The Company:
Runners Relay Ltd.The People:
Anna Suarez (She/Her): Human Resources Manager
Andres Casso (He/Him): Office Manager
Penn Livington (They/Them): Administrative Assistant
The Scenario:
Penn Livington has been an administrative assistant for over two years and has made it clear to their manager, Andres Casso, that their goal is to train for the office manager role. Penn has received two performance reviews from Andres in the past two years, but there is no mention of training sessions, performance goals or mentorship that would assist Penn in their goal to become the Office Manager. Penn understands the Office Manager role may not open for a while and is prepared to train for other management roles at Runners Relay.
Penn is becoming disillusioned with their future at Runners Relay. Penn shares their concerns with everyone in the cafeteria each day. Some of Penn’s co-workers are concerned that Penn will quit, while others are tired of hearing Penn’s constant complaints.
Things have recently escalated as Penn overheard that other office staff members have been sent on public speaking courses, but Penn has not been included in the training. This morning, Penn had a heated conversation with one of their co-workers, asking why they would be sent on this training course as they lack people skills. Everyone in the office could hear the heated conversation, and it caused an uneasy feeling in the office. Everyone is avoiding Penn at all costs.
Employee Observations:
“If I have to listen to Penn complain about their manager and performance reviews again, I will start eating my lunch at my desk.”
“I am so tired of the constant bickering between Penn and their co-workers over who should attend which training courses. Penn needs to grow up.”
The First Conversation:
Andres received several complaints about Penn and their conflicts with other office staff members. Before approaching Penn, Andres wanted to speak with Anna Suarez in Human Resources, but Anna’s door was closed, and Andres needed to end this office conflict immediately. So, Andres decided to meet with Penn.
Andres: Penn, can you stop by my office this morning?
Penn: Certainly, I am free right now.
Andres: Come on in and take a seat.
Penn: Thank you. Do you want to discuss the new hire training program on Monday?
Andres: No, I want to discuss your recent performance.
Penn: Excuse me? You want to talk about me and my performance?
Andres: Yes, I am disappointed in you. I expect a lot from my staff, and you have let me down. I know about your negative conversations in the cafeteria every day, which put me down. I am not impressed. I also know that you have been having fights with co-workers over who should attend training courses offered by the company.
Penn: Let me stop you there. I have been asking you for training courses for the past two years; you don’t even hear me when I speak with you. I want to progress to a management position in this company, and you’re holding me back.
Andres: I have no idea what you are talking about. It sounds like you just want time away from your work to take courses so you won’t have to do your job.
Penn: I don’t want time away from my job; I want to prepare for my next job. Are you listening to me?
Andres: I don’t know why you are so preoccupied with training courses. All you need to do is focus on your job, and you will be rewarded with a good pay increase each year. That is why people come to work—for the money.
Penn: This is a lost cause. I will go back to my desk and polish up my resume.
Andres: I’m glad you understand. Thanks for the talk.
The Exercise:
Identify – any concerns with the way Andres spoke to Penn. Did Andres use active listening skills?
Discuss- Andres’s approach and how he could improve employee meetings by utilizing active listening.
Create – an action plan and discussion topics for Andres to focus on when he meets with Penn next time.
Next Steps
- You will assume the role of Anna, the Human Resources professional at Runners Relay. You have learned about Penn’s recent complaints and conflicts with other office staff.
- You will meet with Andres and coach him on properly addressing this workplace issue, emphasizing active listening and paraphrasing.
Coaching Notes:
When meeting with Andres, you will remind him of the following:
- Let Penn know that you have seen a recent change in their behaviour.
- Ask Penn about their specific concerns with promotions and training courses.
- Employ your active listening skills by paraphrasing what Penn says to gain a complete understanding of Penn’s concerns.
- Once you understand the real source of Penn’s frustrations, address each concern in detail.
- Confirm that you have addressed Penn’s concerns before the meeting ends.
- End with an agreement to follow up on your conversation.
The Recommended Conversation:
Following the coaching session with Anna, Andres decides to meet with Penn again to address his approach to the first conversation and try to resolve Penn’s complaints and office conflicts.
Andres: Penn, do you have time to meet with me this morning?
Penn: Absolutely, I can meet with you right now.
Andres: Penn, thanks for joining me in my office.
Penn: Is everything okay?
Andres: I want to check in with you because I have learned that you are quite concerned about your future here at Runners Relay. I’d like to hear from you about your concerns.
Penn: Well, that is part of the story. I am concerned about my future, but I am also worried about my performance reviews. Based on the list of people you’re sending to training courses, such as the upcoming public speaking course, I don’t think you are listening to me.
Andres: To be clear, you don’t feel I have been listening to what you said in our yearly performance reviews. Is that correct?
Penn: Yes. I don’t think it is intentional on your part. I have emphasized the importance of advancing in the company and want to take courses that will help me reach the management level. I wasn’t even on the list for the public speaking course. I find myself arguing and bickering with other office staff members as they brag about their upcoming training sessions. I am distraught.
Andres: Penn, I feel that I owe you an apology. I do a fairly good job of writing down goals when I meet with my staff during the annual performance review process, but clearly, I am not revisiting the goals and taking action to make them a reality. I didn’t realize until now how passionate you are about advancing in this company. We are lucky to have you and we don’t want to lose you.
Penn: I can’t lie; I have been considering polishing my resume and sending it out. I need things to change, or I won’t stay here. This isn’t about money; it is about my goals.
Andres: If I understand you correctly, if we develop an employee development plan tailored to your goals at our company, do you want a career at Runners Relay?
Penn: Exactly! This is what I’ve been asking for all along. I think you finally understand me.
Andres: It shouldn’t have taken me this long to understand what you have been trying to tell me.
Penn: So, what’s next?
Andres: Let’s agree on this. On Friday morning at 9 A.M., we will meet to review your last two performance reviews, create an employee development plan with timelines, and then meet once a month to review the plan to ensure we are on track. Does that work for you, Penn?
Penn: Yes! Thank you, Andres. I feel like a huge weight has lifted off of me. I will start working on some points to discuss at our first meeting on Friday. I feel like an essential member of the team again.
Andres: Wonderful. I will see you on Friday at 9 A.M.
The Exercise:
