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It means examining what you can influence: your communication, your credibility, the boundaries you establish and the conversations you may be avoiding.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"In my experience, the label “difficult coworker” is often applied when two people do not enjoy a healthy, transparent or trusting working relationship. One person becomes frustrated with the other, but neither properly explores what is creating the difficulty or presents a solution.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Sometimes, the problem is unacceptable conduct. Sometimes, it is unclear expectations, competing priorities or two capable people approaching the same goal very differently.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Handling the situation professionally starts with understanding that distinction.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Describe the Behaviour Before Labelling the Person\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What does “difficult” actually mean?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Does your coworker miss commitments? Dismiss your ideas? Criticise proposals without suggesting alternatives? Make decisions that benefit their department while creating problems for yours?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Or do they simply ask questions you would rather not have to answer?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"A label does not tell your counterpart what needs to change. A specific description gives you something useful to discuss.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Before initiating a conversation, identify:\",\"type\":\"text\"}]},{\"type\":\"bullet_list\",\"content\":[{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What your coworker is doing or not doing.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The impact on the work, the team or the wider organisation.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What you need and expect from them instead.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Whether you have already made that expectation clear.\",\"type\":\"text\"}]}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"It is worth asking whether you are dealing with unreasonable behaviour or an uncomfortable difference in perspective. Those are not the same thing.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"When Your “Difficult Coworker” Is Actually Your Seat Belt\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom, the Director of Operations at a retail company, was responsible for launching an updated customer ordering app.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The aim was to make the online journey smoother and quicker, while introducing opportunities to increase customer order value. The app needed to launch by October, ahead of the company’s pre-Christmas promotion.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom was motivated, optimistic and focused on the big picture. He wanted to get the project off the ground, move at pace and stay ahead of the deadline.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Debbie, an experienced project manager, approached the work differently.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"She was meticulous. She anticipated risks, examined details and wanted potential problems discussed before decisions were made. Her contributions often began with: “The problem with that is…”\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom experienced her \",\"type\":\"text\"},{\"text\":\"communication\",\"type\":\"text\",\"marks\":[{\"type\":\"link\",\"attrs\":{\"href\":\"/management-training/communication-skills-training-for-managers\",\"uuid\":\"c781e9b2-63c3-45cc-9928-2b1f299d3efc\",\"anchor\":null,\"target\":\"_self\",\"linktype\":\"story\"}}]},{\"text\":\" as demoralising. From his perspective, she was stopping the project from moving forward.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Different Perspectives, Positive Intentions\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"I describe Tom’s approach as “Towards” focused: his attention was on moving towards the goal.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Debbie was “Away From” focused: her attention was on identifying and avoiding things that could undermine it.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom was driving without a seat belt. Debbie was the seat belt.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Their different perspectives could have strengthened the project. Instead, the way they communicated created friction, frustration and an unintended stand-off.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"A half-day facilitated discussion brought their positive intentions into view.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom wanted to deliver a first-class project for the business. Debbie wanted to ensure that important risks were not overlooked, the budget was not wasted and the finished app would work.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Neither intention was the problem. They needed a more productive way to work together.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Agree Changes on Both Sides\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom agreed to consider potential risks alongside the opportunities that excited him.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Debbie agreed to pair “That won’t work because…” with “But what might work well is…”\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"She did not have to stop identifying problems. She agreed to bring possible solutions into the same conversation.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The lesson is not that every difficult relationship can be resolved in half a day. It is that, before trying to change someone’s behaviour, it is worth understanding the purpose behind it.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Examine Your Contribution to the Relationship\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Looking at your own contribution is not an exercise in self-blame. It is a practical way to identify where you can initiate change.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Have You Made the Relationship Purely Transactional?\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Getting things done matters. So does paying attention to the impact that getting things done has on other people.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"If your contact with a coworker consists mainly of requests, deadlines and problems, consider how they might experience that relationship. Are they pleased to hear from you, or waiting for the next headache?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"A professional relationship can be both productive and personal. Showing interest in someone’s perspective does not mean lowering standards.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Have You Built Personal Credibility?\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Do you deliver on your commitments? Do you acknowledge good work as readily as you identify mistakes?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"If you notice every small problem but rarely recognise someone’s contribution, resentment should not come as a surprise.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"There may also be history worth acknowledging. Perhaps you secured a promotion your coworker wanted. That does not excuse poor behaviour, but it may be relevant to understanding the relationship.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Are You Looking Beyond Your Own Team?\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"“I’m looking after my team” can sound reasonable while creating unnecessary difficulties elsewhere.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"If your decisions repeatedly benefit your department at another’s expense, your counterpart may be keeping score.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Consider whether you are asking for collaboration while pursuing an agenda that leaves the other person losing out. A stronger starting point is what the organisation needs, not simply what suits your team.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Use Emotionally Intelligent Language to Start the Conversation\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Emotionally intelligent communication combines an effort to understand the other person with clarity about what is required.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"It is not about making the conversation so comfortable that the issue disappears from view.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Listen to Understand\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Ask specific questions before assuming you know why someone is behaving as they are.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Useful openings include:\",\"type\":\"text\"}]},{\"type\":\"bullet_list\",\"content\":[{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"“It’s important for me to understand how you see this situation.”\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"“I would really like to understand your view of what is getting in the way.”\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"“What concerns do you have about what I’m asking?”\",\"type\":\"text\"}]}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"These questions place importance on the dialogue. They also give your counterpart an opportunity to share information or a perspective you may be missing.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The intention must be genuine. Asking for their view while preparing your rebuttal is not listening to understand.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Explain What the Organisation Requires\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Move from personal frustration to the requirement, its purpose and the behaviour needed.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"For example, if missed commitments are affecting another team, you might say:\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"“We need the agreed information by Thursday so the customer service team can prepare accurate updates. If that deadline is at risk, we need to know early enough to agree an alternative. What is your view of that requirement, and what might prevent us from meeting it?”\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"This makes the discussion about a working standard and its organisational context, rather than simply your dissatisfaction.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Invite their perspective, but do not leave the required standard ambiguous.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Set Boundaries That Mean Something\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"If you value relationships and harmony highly, you may avoid a crucial conversation because you do not want to damage the relationship.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"But what is not said can create more problems than what is said.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Your silence may be interpreted as acceptance. A “friendly chat” may be received as a polite request that can easily be ignored.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Be clear about:\",\"type\":\"text\"}]},{\"type\":\"bullet_list\",\"content\":[{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What acceptable communication and collaboration look like.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What quality and reliability are required.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What should happen when a commitment is at risk.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Which organisational standards are not optional.\",\"type\":\"text\"}]}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"You teach people how to treat you. Sometimes, a little reeducation is required, and it is yours to initiate—with guidance from HR where needed.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"That principle concerns the expectations you communicate and uphold. It does not make you responsible for another person choosing to bully you or breach organisational policy.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Know When the Matter Needs Escalating\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Not every situation is a misunderstanding. There is a point where further attempts to improve the relationship are not an adequate response.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"I would draw the line when:\",\"type\":\"text\"}]},{\"type\":\"bullet_list\",\"content\":[{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The issue is no longer a lack of awareness, but an unwillingness to meet clear expectations or ego-driven posturing.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Organisational policies have been breached.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The conduct could reasonably be classed as bullying.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Your counterpart continues to breach organisational standards despite clear communication about what is required.\",\"type\":\"text\"}]}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Focus on observable conduct rather than trying to prove someone’s motives. You may disagree about their intentions; the behaviour and the relevant standard give you something concrete to address.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Where bullying or policy breaches are involved, refer to your organisation’s policy for guidance on how to raise the matter and seek HR support as appropriate. You do not need to keep trying informal conversations indefinitely when the conduct warrants a different response.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Start With What You Can Change\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Handling difficult coworkers professionally requires both understanding and boundaries.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Before your next conversation, consider your own part in the relationship. What have you left unclear? What have you avoided saying? How might changing how—and when—you communicate contribute to a solution?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Then make the requirement explicit, listen to the response and acknowledge improvement when it happens.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The aim is not to win an argument about who is difficult. It is to establish a working relationship in which people understand what is expected, can contribute their different perspectives and remain accountable for how they treat one another.\",\"type\":\"text\"}]},{\"type\":\"horizontal_rule\"},{\"type\":\"heading\",\"attrs\":{\"level\":4,\"textAlign\":null},\"content\":[{\"text\":\"Related Reading\",\"type\":\"text\"}]},{\"type\":\"bullet_list\",\"content\":[{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"New Manager 30-60-90: Turn early wins into daily habits\",\"type\":\"text\",\"marks\":[{\"type\":\"link\",\"attrs\":{\"href\":\"/summit-blog/new-manager-30-60-90-turn-early-wins-into-daily-habits\",\"uuid\":\"b0ccd6b3-8543-4b92-a8a3-3f4c3667ee15\",\"anchor\":null,\"target\":\"_self\",\"linktype\":\"story\"}}]},{\"text\":\".\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Giving difficult feedback framework\",\"type\":\"text\",\"marks\":[{\"type\":\"link\",\"attrs\":{\"href\":\"/summit-blog/giving-difficult-feedback-framework\",\"uuid\":\"70dd58d7-cbfa-40b6-8982-7533046e1229\",\"anchor\":null,\"target\":\"_self\",\"linktype\":\"story\"}}]},{\"text\":\".\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"From peer to leader: Transition to management\",\"type\":\"text\",\"marks\":[{\"type\":\"link\",\"attrs\":{\"href\":\"/summit-blog/from-peer-to-leader-transition-to-management\",\"uuid\":\"d14f8107-5b98-4f57-8d1d-1cbf05b8b3b3\",\"anchor\":null,\"target\":\"_self\",\"linktype\":\"story\"}}]},{\"text\":\".\",\"type\":\"text\"}]},{\"type\":\"horizontal_rule\"}]}]}]},\"component\":\"simple-centered\",\"title_h_tag\":\"h2\"},{\"_uid\":\"9bb0abac-d892-44b6-9e9a-47fa87b9d229\",\"name\":\"S Pegg\",\"colour\":\"pink\",\"content\":\"\\\"Summit are an absolute pleasure to collaborate with.\\\"\",\"component\":\"testimonial-simple-centered\",\"job_title\":\"Group Diversity & Inclusion Manager, The Co-operative Group\",\"star_rating\":\"\"},{\"_uid\":\"fea07c1f-7837-43ea-9f57-ad4bb37ae887\",\"label\":\"Get in touch\",\"title\":\"let's chat\",\"colour\":\"darkblue\",\"component\":\"course-enquiry-form\",\"course_mode\":\"\",\"description\":{\"type\":\"doc\",\"attrs\":{\"backgroundColor\":null},\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"If you're interested in learning how your organisation can benefit from value-focused management training, call us to speak with a recognised expert.\",\"type\":\"text\"}]}]},\"title_h_tag\":\"h2\"}],\"meta\":{\"_uid\":\"d26477b6-4e38-45ce-8dde-a8e2d678def1\",\"title\":\"How To Handle A Difficult Coworker | Summit Training |\",\"plugin\":\"meta-fields\",\"description\":\"What's the best way to handle a difficult coworker?  Boundaries, expectations and more deserve thought.  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It means examining what you can influence: your communication, your credibility, the boundaries you establish and the conversations you may be avoiding.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"In my experience, the label “difficult coworker” is often applied when two people do not enjoy a healthy, transparent or trusting working relationship. One person becomes frustrated with the other, but neither properly explores what is creating the difficulty or presents a solution.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Sometimes, the problem is unacceptable conduct. Sometimes, it is unclear expectations, competing priorities or two capable people approaching the same goal very differently.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Handling the situation professionally starts with understanding that distinction.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Describe the Behaviour Before Labelling the Person\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What does “difficult” actually mean?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Does your coworker miss commitments? Dismiss your ideas? Criticise proposals without suggesting alternatives? Make decisions that benefit their department while creating problems for yours?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Or do they simply ask questions you would rather not have to answer?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"A label does not tell your counterpart what needs to change. A specific description gives you something useful to discuss.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Before initiating a conversation, identify:\",\"type\":\"text\"}]},{\"type\":\"bullet_list\",\"content\":[{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What your coworker is doing or not doing.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The impact on the work, the team or the wider organisation.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What you need and expect from them instead.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Whether you have already made that expectation clear.\",\"type\":\"text\"}]}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"It is worth asking whether you are dealing with unreasonable behaviour or an uncomfortable difference in perspective. Those are not the same thing.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"When Your “Difficult Coworker” Is Actually Your Seat Belt\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom, the Director of Operations at a retail company, was responsible for launching an updated customer ordering app.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The aim was to make the online journey smoother and quicker, while introducing opportunities to increase customer order value. The app needed to launch by October, ahead of the company’s pre-Christmas promotion.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom was motivated, optimistic and focused on the big picture. He wanted to get the project off the ground, move at pace and stay ahead of the deadline.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Debbie, an experienced project manager, approached the work differently.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"She was meticulous. She anticipated risks, examined details and wanted potential problems discussed before decisions were made. Her contributions often began with: “The problem with that is…”\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom experienced her \",\"type\":\"text\"},{\"text\":\"communication\",\"type\":\"text\",\"marks\":[{\"type\":\"link\",\"attrs\":{\"href\":\"/management-training/communication-skills-training-for-managers\",\"uuid\":\"c781e9b2-63c3-45cc-9928-2b1f299d3efc\",\"anchor\":null,\"target\":\"_self\",\"linktype\":\"story\"}}]},{\"text\":\" as demoralising. From his perspective, she was stopping the project from moving forward.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Different Perspectives, Positive Intentions\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"I describe Tom’s approach as “Towards” focused: his attention was on moving towards the goal.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Debbie was “Away From” focused: her attention was on identifying and avoiding things that could undermine it.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom was driving without a seat belt. Debbie was the seat belt.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Their different perspectives could have strengthened the project. Instead, the way they communicated created friction, frustration and an unintended stand-off.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"A half-day facilitated discussion brought their positive intentions into view.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom wanted to deliver a first-class project for the business. Debbie wanted to ensure that important risks were not overlooked, the budget was not wasted and the finished app would work.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Neither intention was the problem. They needed a more productive way to work together.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Agree Changes on Both Sides\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Tom agreed to consider potential risks alongside the opportunities that excited him.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Debbie agreed to pair “That won’t work because…” with “But what might work well is…”\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"She did not have to stop identifying problems. She agreed to bring possible solutions into the same conversation.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The lesson is not that every difficult relationship can be resolved in half a day. It is that, before trying to change someone’s behaviour, it is worth understanding the purpose behind it.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Examine Your Contribution to the Relationship\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Looking at your own contribution is not an exercise in self-blame. It is a practical way to identify where you can initiate change.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Have You Made the Relationship Purely Transactional?\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Getting things done matters. So does paying attention to the impact that getting things done has on other people.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"If your contact with a coworker consists mainly of requests, deadlines and problems, consider how they might experience that relationship. Are they pleased to hear from you, or waiting for the next headache?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"A professional relationship can be both productive and personal. Showing interest in someone’s perspective does not mean lowering standards.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Have You Built Personal Credibility?\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Do you deliver on your commitments? Do you acknowledge good work as readily as you identify mistakes?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"If you notice every small problem but rarely recognise someone’s contribution, resentment should not come as a surprise.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"There may also be history worth acknowledging. Perhaps you secured a promotion your coworker wanted. That does not excuse poor behaviour, but it may be relevant to understanding the relationship.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Are You Looking Beyond Your Own Team?\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"“I’m looking after my team” can sound reasonable while creating unnecessary difficulties elsewhere.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"If your decisions repeatedly benefit your department at another’s expense, your counterpart may be keeping score.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Consider whether you are asking for collaboration while pursuing an agenda that leaves the other person losing out. A stronger starting point is what the organisation needs, not simply what suits your team.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Use Emotionally Intelligent Language to Start the Conversation\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Emotionally intelligent communication combines an effort to understand the other person with clarity about what is required.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"It is not about making the conversation so comfortable that the issue disappears from view.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Listen to Understand\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Ask specific questions before assuming you know why someone is behaving as they are.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Useful openings include:\",\"type\":\"text\"}]},{\"type\":\"bullet_list\",\"content\":[{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"“It’s important for me to understand how you see this situation.”\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"“I would really like to understand your view of what is getting in the way.”\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"“What concerns do you have about what I’m asking?”\",\"type\":\"text\"}]}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"These questions place importance on the dialogue. They also give your counterpart an opportunity to share information or a perspective you may be missing.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The intention must be genuine. Asking for their view while preparing your rebuttal is not listening to understand.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Explain What the Organisation Requires\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Move from personal frustration to the requirement, its purpose and the behaviour needed.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"For example, if missed commitments are affecting another team, you might say:\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"“We need the agreed information by Thursday so the customer service team can prepare accurate updates. If that deadline is at risk, we need to know early enough to agree an alternative. What is your view of that requirement, and what might prevent us from meeting it?”\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"This makes the discussion about a working standard and its organisational context, rather than simply your dissatisfaction.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Invite their perspective, but do not leave the required standard ambiguous.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Set Boundaries That Mean Something\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"If you value relationships and harmony highly, you may avoid a crucial conversation because you do not want to damage the relationship.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"But what is not said can create more problems than what is said.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Your silence may be interpreted as acceptance. A “friendly chat” may be received as a polite request that can easily be ignored.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Be clear about:\",\"type\":\"text\"}]},{\"type\":\"bullet_list\",\"content\":[{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What acceptable communication and collaboration look like.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What quality and reliability are required.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"What should happen when a commitment is at risk.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Which organisational standards are not optional.\",\"type\":\"text\"}]}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"You teach people how to treat you. Sometimes, a little reeducation is required, and it is yours to initiate—with guidance from HR where needed.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"That principle concerns the expectations you communicate and uphold. It does not make you responsible for another person choosing to bully you or breach organisational policy.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Know When the Matter Needs Escalating\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Not every situation is a misunderstanding. There is a point where further attempts to improve the relationship are not an adequate response.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"I would draw the line when:\",\"type\":\"text\"}]},{\"type\":\"bullet_list\",\"content\":[{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The issue is no longer a lack of awareness, but an unwillingness to meet clear expectations or ego-driven posturing.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Organisational policies have been breached.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The conduct could reasonably be classed as bullying.\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Your counterpart continues to breach organisational standards despite clear communication about what is required.\",\"type\":\"text\"}]}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Focus on observable conduct rather than trying to prove someone’s motives. You may disagree about their intentions; the behaviour and the relevant standard give you something concrete to address.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Where bullying or policy breaches are involved, refer to your organisation’s policy for guidance on how to raise the matter and seek HR support as appropriate. You do not need to keep trying informal conversations indefinitely when the conduct warrants a different response.\",\"type\":\"text\"}]},{\"type\":\"heading\",\"attrs\":{\"level\":3,\"textAlign\":null},\"content\":[{\"text\":\"Start With What You Can Change\",\"type\":\"text\",\"marks\":[{\"type\":\"bold\"}]}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Handling difficult coworkers professionally requires both understanding and boundaries.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Before your next conversation, consider your own part in the relationship. What have you left unclear? What have you avoided saying? How might changing how—and when—you communicate contribute to a solution?\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Then make the requirement explicit, listen to the response and acknowledge improvement when it happens.\",\"type\":\"text\"}]},{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"The aim is not to win an argument about who is difficult. It is to establish a working relationship in which people understand what is expected, can contribute their different perspectives and remain accountable for how they treat one another.\",\"type\":\"text\"}]},{\"type\":\"horizontal_rule\"},{\"type\":\"heading\",\"attrs\":{\"level\":4,\"textAlign\":null},\"content\":[{\"text\":\"Related Reading\",\"type\":\"text\"}]},{\"type\":\"bullet_list\",\"content\":[{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"New Manager 30-60-90: Turn early wins into daily habits\",\"type\":\"text\",\"marks\":[{\"type\":\"link\",\"attrs\":{\"href\":\"/summit-blog/new-manager-30-60-90-turn-early-wins-into-daily-habits\",\"uuid\":\"b0ccd6b3-8543-4b92-a8a3-3f4c3667ee15\",\"anchor\":null,\"target\":\"_self\",\"linktype\":\"story\"}}]},{\"text\":\".\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"Giving difficult feedback framework\",\"type\":\"text\",\"marks\":[{\"type\":\"link\",\"attrs\":{\"href\":\"/summit-blog/giving-difficult-feedback-framework\",\"uuid\":\"70dd58d7-cbfa-40b6-8982-7533046e1229\",\"anchor\":null,\"target\":\"_self\",\"linktype\":\"story\"}}]},{\"text\":\".\",\"type\":\"text\"}]}]},{\"type\":\"list_item\",\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"From peer to leader: Transition to management\",\"type\":\"text\",\"marks\":[{\"type\":\"link\",\"attrs\":{\"href\":\"/summit-blog/from-peer-to-leader-transition-to-management\",\"uuid\":\"d14f8107-5b98-4f57-8d1d-1cbf05b8b3b3\",\"anchor\":null,\"target\":\"_self\",\"linktype\":\"story\"}}]},{\"text\":\".\",\"type\":\"text\"}]},{\"type\":\"horizontal_rule\"}]}]}]},\"component\":\"simple-centered\",\"title_h_tag\":\"h2\"},{\"_uid\":\"9bb0abac-d892-44b6-9e9a-47fa87b9d229\",\"name\":\"S Pegg\",\"colour\":\"pink\",\"content\":\"\\\"Summit are an absolute pleasure to collaborate with.\\\"\",\"component\":\"testimonial-simple-centered\",\"job_title\":\"Group Diversity & Inclusion Manager, The Co-operative Group\",\"star_rating\":\"\"},{\"_uid\":\"fea07c1f-7837-43ea-9f57-ad4bb37ae887\",\"label\":\"Get in touch\",\"title\":\"let's chat\",\"colour\":\"darkblue\",\"component\":\"course-enquiry-form\",\"course_mode\":\"\",\"description\":{\"type\":\"doc\",\"attrs\":{\"backgroundColor\":null},\"content\":[{\"type\":\"paragraph\",\"attrs\":{\"textAlign\":null},\"content\":[{\"text\":\"If you're interested in learning how your organisation can benefit from value-focused management training, call us to speak with a recognised expert.\",\"type\":\"text\"}]}]},\"title_h_tag\":\"h2\"}],\"meta\":{\"_uid\":\"d26477b6-4e38-45ce-8dde-a8e2d678def1\",\"title\":\"How To Handle A Difficult Coworker | Summit Training |\",\"plugin\":\"meta-fields\",\"description\":\"What's the best way to handle a difficult coworker?  Boundaries, expectations and more deserve thought.  Read more.\"},\"component\":\"post\",\"description\":\"How to handle a difficult coworker professionally.\"}"},"fullSlug":"summit-blog/how-to-handle-difficult-coworkers-professionally"}},
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