Reference no: EM133540144
Question: Mark is a senior member of Cheryl's customer service team. He is a team player and a competent employee who wants to advance in Big Chip. In this organization, team players are highly valued and necessary for recognition and advancement. If someone doesn't respond to requests immediately, they are thought of as not being a "team player."
Mark is routinely interrupted while working on a high priority project and tasks. Interruptions are from his manager, both internal and external customers, and his peers. Not wanting to damage relationships, he allows these interruptions. His thought is that it is faster to respond than to ask the person not to interrupt. The result is that he goes home later and later without completing his work. Lately, he has made critical mistakes due to these constant interruptions, multi-tasking, and missed deadlines. He is getting irritated with peers who owe him information and don't take his deadlines seriously.
His manager's disorganization and lack of planning are adding to his frustration. Cheryl has been asking him to do things he doesn't agree with, and he sees problems for the customers if he takes her direction. He wants to be able to speak up and object, and still be seen as a team player. The tensions are also increasing between Sales and Customer Service, with comments moving beyond tense to nasty and dismissive.
What is the best way for Mark to manage interruptions?
Arrange a set time for updates, open door, and chatting.
Continue as is because positive work relationships are the criteria for promotion.
Get an understanding of the patterns and reasons for the interruptions.
Speak up assertively and ask people to wait until later, and put a sign on his door.
Cheryl asks Mark to reprioritize, putting an important project to improve the customer response process (project A) on the back burner in order to take up another project (project C) on failed response times. Mark sees a risk. What should Mark say to Cheryl?
Cheryl, I don't think putting project A on the back burner is a good idea. Is your decision set in stone?
Cheryl, I don't agree with you about putting project A on the back burner, but I will go ahead and do what you want.
Cheryl, I see the benefits of project I also see some risks in putting project A on the back burner. I'd like to discuss these risks with you.
Cheryl, you always do this to any process improvement effort we try to make, and then you get upset when customers complain about our response time.
A senior sales representative shouts at Mark after an important customer calls her directly about Mark's error. She is frustrated and upset about the potential loss of this customer and calls him "stupid" in front of a few people. This is not the first time she has done this. Which response from Mark would be the most assertive?
"Don't ever call me stupid again; I told you our software would not meet this customer's needs and you refused to listen."
"I feel frustrated and I need to talk with you about this customer situation without the name-calling."
"Let's take this up in a conference room or your office where we will have some privacy."
"Why not calm down and we can discuss this in your office?"