1. Interpersonal Relations:
How do Collaborate with and
Get Along with Other People
Dr. John Persico Jr.
612-310-3803

2. Agenda: Day 1
• Interpersonal Relations: Overview
 Communication with others
 Valuing workplace diversity
 Managing stress
• Emotional Intelligence
• Power and Influence
• Negotiating
• Dealing with Difficult People
• Developing a Professional Presence
• Understanding Influence Styles (Self-Assessment)
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3. Welcome
• Recap from Day 1
• Questions/Comments?
• Presentation of Leadership
Development Plans
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4. Introduction of Participants
• Who are you?
• Why are you here?
• What are you most proud of in your
educational career to date?
• Tell about a time you lost a job.
• What would you like to take away
from this two day session?

5. Learning Objectives
At the conclusion of this session, participants will be
able to:
1. Describe a communication model
2. State the leader’s role in establishing good
communications, both vertically and horizontally
3. Identify the elements of emotional intelligence
4. Assess the current level of their emotional
intelligence
5. Define aspects of interpersonal relationships
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6. Promote Lifelong Learning
You can develop lifelong learning traits:
• By showing curiosity about human nature and how
the world works.
• By seeking and valuing diversity.
• By persisting in seeking out new solutions.
• By using your unique talents and intelligence to
promote positive change.
• By learning and applying technology tools to solve
problems.

7. Show Respect
• Value yourself. Be honest and ethical, and
practice strong moral values.
• Treat all members of the school community
with politeness and respect.
• Honor the ideas and opinions of others.
• Offer to help.
• Be responsible for keeping an open mind.

8. Policies
• Ask questions at any time.
• Listen to all ideas and opinions.
• Leave for restroom when needed.
• Please be back from lunch and breaks on
time.
• Let us know if the day is not working for you.

9. Interpersonal Relations:
Overview
The following are key skills and behaviors associated with
Interpersonal Relations
Empathy
• Put one’s own emotions on hold
• Ask probing questions
• Listen fully to others’ concerns
Social Responsibility
• Give time and energy to beneficial things
• Cooperate with others in times of need
• Consider the greater good of the organization
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10. IR: Overview, Cont.
Relationship Networks
• ID people whose skills and abilities will contribute to
the network
• Actively make and maintain professional relationships
within the workplace
• Learn to feel comfortable in social settings and put
others at ease
• Maintain connections with those in the network
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11. Communication with Others
The following model dissects the process in which
communication takes place within interpersonal
relations:
Constantly talking isn’t necessarily
communicating.” -Joel in Eternal Sunshine of
the Spotless Mind
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12. Communication, Cont.
“
•70% of waking time is spent communicating
•Includes transfer of knowledge and the
understanding of meaning
•Two distinct kinds
Verbal
• Words, Tone
Non-Verbal
• Facial Expressions
• Eye Contact
• Posture
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13. Workplace Diversity
• Diversity: the differences that we all possess that
make us unique
• Types of diversity
 Demographic
• Age, Gender, Race, Location, Religion, Socio-
Economic Status
 Deep-Level
• Addresses thoughts and feelings
• Intangibles
ACTIVITY: DIVERSITY CASE STUDY
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14. Managing Stress
The following is a Stress Management video by Karyn
Buxman:
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15. Stress, Cont.
• Causes of Stress
EVERYTHING!!!
• How do we counteract Stress?
Resiliency
• Qualities of Resiliency
Life is a challenge, not a hassle
Overriding belief that they serve a purpose
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16. Stress, Cont.
“When properly managed, stress can
be the fuel that propels us to better
health and greater productivity”
- Ways towards Wellness,
Lutheran Brotherhood, 1990
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17. Stress, Cont.
DISCUSSION
1.Where has stress had a positive and a negative impact on your
life?
2.Has there ever been a time in your life when you reached the
“boiling point?” What was your reaction?
3.What methods do you use in your personal life to alleviate
stress?
4.How can you be proactive about managing excess stress in your
daily work life?
5.What are some stress “risk” factors to consider? 17

18. Emotional Intelligence
• Ability to identify, assess, and control
emotions of yourself, others, or groups of
people
• Daniel Goleman (2007) introduced his
Emotional and Social Competency Inventory
(ESCI)
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19. EI, Cont.
• “Emotional Intelligence refers to the
capacity for recognizing our own feelings
and those of others, for motivating
ourselves, and for managing emotions well
in ourselves and our relationships.”- Daniel
Goleman “Working with Emotional
Intelligence”
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20. EI, Cont.
• Four Areas of Competence
 Self-Awareness
• Evaluating oneself honestly and accurately
• Having confidence in one’s capabilities
 Self-Management
• Maintaining self control
• Behaving honestly with integrity
 Social Awareness
 Relationship Awareness
• Success depends on ability to be self aware and to
manage ones self
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21. • We are going to take a quick verbal EQ
Survey
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22. EI VIDEO
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23. Power and Influence
• Where does it come from?
• Empowering Employees
• Influencing Employees
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24. Power and Influence, Cont.
“Power comes from transmitting
information to make it productive, not from
hiding it.”
- Peter F. Drucker, Father of Modern
Management
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25. Five Characteristics of Power
1. Power is Uniquely Expressed
2. Power Implies Risk
3. Power is Neutral
4. Power is Existential
5. Power resides in a conscious
choice
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26. Five Bases of Power
• Legitimate – This comes from the belief that a person
has the right to make demands, and expect compliance
and obedience from others.
• Reward – This results from one person's ability to
compensate another for compliance.
• Expert – This is based on a person's superior skill and
knowledge.
• Referent – This is the result of a person's perceived
attractiveness, worthiness, and right to respect from
others.
• Coercive – This comes from the belief that a person can
punish others for noncompliance.
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27. Power Exercise
• Read through referent and expert power bases, and
write down when and how you've used that source of
power in your current position.
• Ask yourself if you used the power appropriately. Is
there anything you would do differently in the
future?
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28. Power Exercise
• Think about the people who have power and
influence over you in your current position. Create a
strategy to reduce someone’s inappropriate power
over you.
• When you feel powerless, identify what you can do
to establish your own power and influence. You're
never without power. Develop a strategy to be more
aware of your own power strengths, and use that
strategy to get what you need.
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29. Negotiation
• Bargaining relationship between two parties with a
conflict of interest
• Consult Decision-Making Model
• Identify one example for each of the three categories
underneath “Decision made by”
• Did you follow the process? Any additional
comments?
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30. Decision Making Model
Decision Made By Process Used Comments
Leader Decides Individually weighs what is
involved, makes decision, then
announces the decision.
Some decisions must be made
alone due to authority or
expediency
Leader seeks ideas then decides Leader solicits responses and
alternative ideas from staff or
team members, then makes a
decision
Important if decision affects
staff; if there is time.
Leader and the staff or team
decide
The members of the staff or team
collaborate to reach consensus
Requires time and commitment
to this process; essential when
decision will impact members
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31. BATNA
• Best Alternative To a Negotiated Agreement
(BATNA)
 Create a list of actions you may take if no agreement
is reached
 Take that list and plan practical alternatives
 Select, tentatively, the option which seems best
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32. Breakthrough Negotiations
• Add in the Breakthrough Negotiation Grid
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34. Dealing with Difficult People
• Who are these individuals?
 The Hostile/Aggressive
 The Rejection-Sensitive
 The Complainer/Negativists
 The Silent/Unresponsive
 The Neurotic
 The Super Agreeable
 Know-it-Alls
 Indecisive
 The Egoist
• How can we deal with them?
 Limit exposure with them
 Make your conversation about THEM
 Keep it logical
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35. Difficult Person Exercise
1. Describe a difficult person with whom you deal with
regularly (No names please!)
2. Diagnose their behavioral type
3. Develop specific objectives for dealing with that
person
4. Decide on specific strategies for dealing with this
person
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36. Professional Presence
• Specialized Knowledge
• Competency
• Honesty & Integrity
• Accountability
• Self-Regulation
Consider the following photo examples and the
situation in which they have been assigned, which is
more professional?
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37. Professionalism Exam
CORPORATE BOARDROOM:
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38. Professionalism Exam
• SCENE OF AN MEDICAL INCIDENT
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39. Professionalism Exam
• MLB BASEBALL GAME
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40. Understanding Influence Styles
• Rationalizing
Use of Logic and Facts
• Asserting
Use of personal confidence & law
• Negotiating
Looks for compromises
• Inspiring
Uses sense of shared mission
• Bridging
Uniting and connecting of others
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41. Leadership Point of View
• Imagine that you have been asked to tell 40 million
viewers watching a special TV program on “world
class” leaders your point of view on what makes a
gread leader and how you embody these principles.
What would you say? Write your Leadership Point
of View in the box below.
• Take time to write your LPOV, and be ready to
share with the large group.
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42. Wrap Up and Evaluations
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