The abrasive personality

1. Presented by:
HUSAIN JAFRI (13 MBA 32)
ILA RAHAT ( 13 MBA 33)
By :
Harry
Levinson

2.  Introduction
 Characteristics of Abrasive personality
- Positive side
- Negative side
 Why this is a problem?
 Case study
 Solving the dilemma
 Other problem situations
 Conclusion

3. Definition :
Any individual charged with
authority, whose interpersonal
behavior causes emotional
distress to others sufficient to
disrupt personal and professional
functioning.

4.  POSITIVE SIDE:
 Perfectionist
 Responsible
 Hard working
 Knowledgeable

6. NEGATIVE SIDE:
 Impatient
 Dislike criticism
 Highly competitive
 Self centred
 Dominating

7.  Impact employee job satisfaction and retention.
 Cause absenteeism, lowered morale and
productivity
 Sees others as mere devices

9. Subject : Darrel Sandstorms (VP of one of the
corporation's major Division)
Division Presidency open :Corporate President in
dilemma
His qualities:
 Sharp
 Self –starter
 Get to the heart of problem
 Reorganize to get the job done
‘to appoint him or not’’

10.  Ask pointed questions
 Humorless
 Persuasive arguments
 Incisive comments

11.  “ intellectual bully ”

12. ‘they are
clueless’

13. First stage techniques:
 Recognize the psychological
axiom
 Uncritically report your
observations of his/her abrasive
behaviour
 Recognize his desire to achieve
 Try avoiding impulsive attacks

14.  If he /she challenges, debate or defend, don't counter back
 Expect to have to repeat this process again and again
Further steps:
 They must be told very early, how their behaviour undermines
 Provide political guidance and instructions in teamwork.
 Tell them their behaviour is abrasive and unsatisfactory
 Refer to a competent psychologist or psychiatrist for therapy

15. OTHER
PROBLEM
SITUATION
BOSS
PEER
YOU
YOURSELF
CANDIDATE

17.  Tell the boss how he
appears to you
 Find out what his superiors
think of his behaviour
 After you have learned
what you can from him, it
is time to get out .

18.  Do not hesitate to tell him if his behaviour
intimidates you.
 Approach in a kind manner

19.  Pay attention to the charming personality and
precision in speech or manner.
TRY TO FIND OUT:
 Is he a self starter ?
 How often does he use ‘I’ ?
 How did he talk to people about their mistakes?

20.  How did he go about coaching them?
 How did he view the limits and inadequacies of
others?
 How much better does he think things could have
been done ?

21.  You can work at self correction
 Ask any third person to help
you.
 If your behaviour causes you
serious problems on the job,
then a professional is indicated.

22.  Managers can cope with this dilemma by helping
their abrasive subordinates to understand the
negative consequences of their personalities.
 This method takes time and patience, but it is most
likely the only way managers can save such people
for the organization.