ted and illogical. He may spout all of his frustrations and “legitimate” reasons which have caused him to be late, and he may say some things he will later regret. He may even decide working for this company, or for this supervisor, is not worth this aggravation, and For better or for worse, human beings are primarily emotional creatures. Knowing and understanding that fact will allow anyone to handle heated situations more effectively by using tact.

Tact is defined as “discernment of what is appropriate to say or do in dealing with others; the ability to deal with others without giving offense.” This is a learned skill that does not come naturally to everyone, and can present a significant challenge when one is emotionally involved in a heated situation. However, the benefits of its use far outweigh the effort needed to develop tact in one’s conversations.

As an example, consider the front-line supervisor who must provide necessary counsel to an employee who has been tardy numerous times. The supervisor may be justified in pulling her subordinate in to a conference room and saying “What’s the matter with you, slacker? Get yourself in here on time or don’t bother coming in at all!”

Now, justified or not, this type of approach automatically puts Tardy Tom on the defensive, and he is now likely to become heated and illogical. He may spout all of his frustrations and “legitimate” reasons which have caused him to be late, and he may say some things he will later regret. He may even decide working for this company, or for this supervisor, is not worth this aggravation, and f

ng with others; the ability to deal with others without giving offense.” This is a learned skill that does not come naturally to everyone, and can present a significant challenge when one is emotionally involved in a heated situation. However, the benefits of its use far outweigh the effort needed to develop tact in one’s conversations.

As an example, consider the front-line supervisor who must provide necessary counsel to an employee who has been tardy numerous times. The supervisor may be justified in pulling her subordinate in to a conference room and saying “What’s the matter with you, slacker? Get yourself in here on time or don’t bother coming in at all!”

Now, justified or not, this type of approach automatically puts Tardy Tom on the defensive, and he is now likely to become heated and illogical. He may spout all of his frustrations and “legitimate” reasons which have caused him to be late, and he may say some things he will later regret. He may even decide working for this company, or for this supervisor, is not worth this aggravation, and

ar outweigh the effort needed to develop tact in one’s conversations.

As an example, consider the front-line supervisor who must provide necessary counsel to an employee who has been tardy numerous times. The supervisor may be justified in pulling her subordinate in to a conference room and saying “What’s the matter with you, slacker? Get yourself in here on time or don’t bother coming in at all!”

Now, justified or not, this type of approach automatically puts Tardy Tom on the defensive, and he is now likely to become heated and illogical. He may spout all of his frustrations and “legitimate” reasons which have caused him to be late, and he may say some things he will later regret. He may even decide working for this company, or for this supervisor, is not worth this aggravation, and

in to a conference room and saying “What’s the matter with you, slacker? Get yourself in here on time or don’t bother coming in at all!”

Now, justified or not, this type of approach automatically puts Tardy Tom on the defensive, and he is now likely to become heated and illogical. He may spout all of his frustrations and “legitimate” reasons which have caused him to be late, and he may say some things he will later regret. He may even decide working for this company, or for this supervisor, is not worth this aggravation, and

ted and illogical. He may spout all of his frustrations and “legitimate” reasons which have caused him to be late, and he may say some things he will later regret. He may even decide working for this company, or for this supervisor, is not worth this aggravation, and find a way to leave. Obviously, this is not the outcome Tom’s supervisor was looking for. How much better it would have been had she considered Tom’s feelings and approached the matter in a tactful, “how can I help you fix this” manner.

“Tom, I’ve noticed you have had a difficult time getting here in time for the start of your shift. Is there something I can do to help?”

Now Tom has been presented with the problem in such a way that he does not feel personally attacked, therefore he has no need to become emotionally involved. He quickly agrees that he has had a hard time lately, confesses he has been dealing with insomnia, and decides to see his physician for some assistance so the situation no longer affects his work. Both Tom and his supervisor leave the room determined to make things better because Tom’s feelings were spared and his logical side was able to agree with the issue at hand. By handling the situation tactfully, the outcome is positive for everyone.