AboutDr. Mac Expertise I can answer any question that has to do with working relationships, management skills or lack there of, conflict, and leadership. I primarily work with troubled teams, groups with poor management, or general dysfunction for over twenty-five years. I am also a professor at the University of Denver in the Alternative Dispute Resolution department. Go to www.greggiesenassociates.com to see my client list.
I'm using the alias "Dr. Mac" because he is the main character in my latest management book, Ask Dr. Mac. He plays a newspaper advice columnist on business issues.
Experience Again, twenty-five years of experience here. Email me at ggiesen@greggiesenassociates.com with any specific questions not related to this site.
Published articles written by Greg Giesen:
• Conflict Between Two Employees May Reflect on Organization, in the March, 2003 issue of the Denver Business Journal.
• Meeting Management: Let’s Cut to the Chase, in the March, 2003 edition of CHRA’s The Advisor magazine.
• From Conflict to Collaboration, appearing in the March, 2003 edition of Executive Excellence Magazine.
• Leading From Within, appearing in the April, 2003 edition of Personal Excellence Magazine.
• Only an Integrated Approach Will Increase Employee Motivation, May, 2004, OD Network magazine, Practicing.
• Motivational Mastery, appearing in the March, 2005 edition of Sales & Service Excellence Magazine.
• Creating Collaboration: A Process that Works, appearing in the July, 2007 edition of Projects & Profits magazine, India.
• The Value of Vision, Submitted to Chicken Soup for the Soul’s Lessons in Leadership, due out in January, 2009.
Books written by Greg Giesen:
• Creating Authenticity: Meaningful Questions for Meaningful Moments, 2001, ISBN: 0-9721114-0-9
• Creating Authenticity: Meaningful Questions for the Minds and Souls of Today’s Leaders, 2002, ISBN: 0-9721114-1-7
• Ask Dr. Mac: Take the Journey to Authentic Leadership, 2007, ISBN:
0-9788555-0-7.
PROFESSIONAL DEVELOPMENT
• Your Best Year Yet Certification, Best Year Yet, LLC.
• DiSC Certification, Resources Unlimited.
• Social Styles Pro II Certification, Cahners TRACOM Group.
• Consultant’s Training, Corporate Transformation Tools, Richard Barrett & Associates.
• Myers-Briggs Type Indicator Qualification Training, NTL.
• Adventure Systems & Design, Challenge Course Certification.
• The Coaches Training Institute, The Professional Coaching Course.
• Group Process Consultation, NTL.
• Mediating EEO, Personnel & Employee Relations Disputes, CDR.
• Conflict Resolution Workshop, Aiki Works, Inc.
• Facilitator Training, (270-hours), Good Works Unlimited.
• Wilderness Therapy Practicum, Colorado Outward Bound School.
• The Human Element, Will Schutz & Associates.
EDUCATION
Masters of Science, 1982, Miami University, Oxford, Ohio. Major: Personnel Services & Counseling.
Bachelor of Arts, 1979, Western State College, Gunnison, Colorado. Majors: Psychology & Sociology.
Expert: Dr. Mac Date: 2/22/2008 Subject: snitching co-worker
Question Dear Dr. Mac,
I am a teacher with over 10 years experience with a graduate degree and several certifications. I decided to teach in a very small,rural and poor district. Felt I needed something more personal and possibly where I felt I could do more than just teach. Here is the problem, A teacher on the team is a direct conduit to the principal. She is not a "cooperative team member" but myself and others are afraid to complain. She was the aid/student teacher for the past principal/new superintendent and seems to have assigned herself the role of "team boss" and makes decisions that should be presented to the team of teachers for decision making. She is misrepresenting conversations and statements during team meeting to the principal and he in turn addresses this info as true and will address/reprimand the team or individual. How can I avoid this teacher since she seems to make it her business to snoop and report everything to the principal?
Thanks, Thinking of another career.
Answer Dear Thinking of Another Career:
The good news is that it is early enough in this situation to address it (directly or indirectly) before any long-term patterns have emerged.
Let's look at your possible options (in no particular order):
1. You could decide you've had enough and leave. (But why would you do this. You're good at what you do and this is just another challenge).
2. You could do nothing and continuously watch your back. (Again, not a good option since the stress will only build, causing you to possibly blow up at some point).
3. You could go as a group to the principal to raise these concerns. (It would be harder for any retaliation to occur since the whole group approached him). I often get called in at this point to find out what's going on.
4. You could go by yourself to the principal merely for the purpose of getting clarification on this particular teacher's role. You'd do this in a very supporting way with pure positive intentions. I have found that the boss (principal in this case) often has no idea of the dynamics that are occurring. That is why a subtle, innocent approach is often the best way to begin.
5. You could talk to the teacher in question informally (over coffee) to see how she's doing and how she likes her job, etc. Then, ask if you can offer a suggestion as a veteran fellow teacher. Of course that suggestion would be for her to remember to collaborate with all the teachers on anything that involves or impacts the group of teacher. Let her know in a supporting way that it is important for the teachers to stick together, support each other and to have each other's back at all times. Make sure she knows that you have her back as well. (Truthfully, it is very appropriate for a veteran teacher to mentor the newbee.
6. Lastly, consider doing a half-day or full-day teambuilding as a group, including with the principal, where you can all have fun together while talking about your strengths and growth areas as a unit. As an outside facilitator, it is very easy to get the group talking about the inner-dynamics, especially after doing some fun activities together.
I could go on but you get the idea. Now you just have to pick which option works best for you and the group.
