In part 1 we looked at some of the types of difficult behaviour managers face in the workplace and some of the common avoidance tactics managers use. Here in part 2 we will look at the TRAC model, an easy to use model that will help you address difficult behaviours in your team.
The
TRAC Model
Loehr
& Kaye in their book “Managing the Unmanageable” focus on a 5 step
methodology.
1. Commit or Quit – is this person
worth retaining. If so move onto steps 2-5.
2.
Communicate the message
3.
Clarify goals and expectations
4.
Create accountability
5.
Coach – remember you can only coach people once they have accepted the
need to be accountable
A
performance gap exists when there is a difference between what a person is
doing and what you as a manager want/expect them to do.
The
behaviour associated with the performance gap is challenging and an effective way of
challenging the behaviour is to use the TRAC model.
Ø T- Tell
– the T statement
Ø R - Reaction
to the Reality
Ø A -
Acceptance of the issue
Ø
C - Commitment to change
Why is it challenging?
Because
you are identifying a specific problem related to performance - you need to try and gain performers
commitment to address problem
When
challenging?
- always initiated by manager when
they perceive a need to change
- more likely to provoke stronger
reaction than coaching conversation
- may initially be managers problem
not performers – aim to transfer responsibility
The
best way to challenge is to use TRAC
T – Tell the person the issue
There
are a number of methods to limit the resistance and generation of negative
emotions
Ø Introduction of the problem with
a clear statement
Ø Be specific on what the issue is
Ø Select the most important issue
and deal with that first
R - Reaction
This
stage is central to success.
The
potential responses to “challenging” are to:
•
make excuses and rationalize
•
take the offensive and strike back
•
become passive and withdrawn
•
accept, agree and look for help
The
first three represent defence or resistance and make managers uncomfortable.
The fourth is the desired outcome. Coaching can only be effectively employed
when the performer accepts and “owns” the problem.
Key
tips:
Concentrate
on the reaction of the person try
Ø To defuse resistance by
reflecting not reacting
Ø Drop your own agenda temporarily
and focus on the reaction
Ø Look for mutual understanding,
what do we currently agree on?
Ø Use specific examples
Ø Use your listening and
questioning skills to understand the other person
Ø Don’t be afraid to say
something more than once
Ø Don’t accept the problem
A – Acceptance
& Commitment
It may take one or more trips through Tell and
Reaction before Acceptance and Commitment.
You
are looking for acceptance of responsibility for the problem not guilt.
In part 3 we will be looking at useful phrases you can use when use when using the TRAC model.
