A healthy and positive working team is at the heart of most successful projects. Creating such a team begins with the individual well versed in the art of building relationships, and who understands the value of each team member.
But winning teams also face challenges. Being aware of the most common issues hindering teamwork and damaging positive working relations is a vital component of effective team management.
To get you started, we have identified the Top 5 Challenges Impacting Teamwork and putting a business at risk:
1. Changes in Staff (down-sizing) - When layoffs or turnover lead to the down-sizing of staff the impact is felt by all those who would otherwise "team" with those lost individuals. Staff not only experience a heavier workload, but may be asked to take on more responsibilities. They will have to re-establish their way of getting the job done, while suffering the loss of any friendships they've built.
Creating a sense of teamwork is an essential step to rebuilding the strength of the team.
2. Changes in Staff (hiring) - Not unlike down-sizing, adding to the team frequently causes employees to experience diminished teamwork. Adjusting to new personalities is only the start. Changes in responsibility if tasks are re-assigned and the inevitable concerns of being replaced may lead to lower levels of cooperation and create challenges for maintaining business functionality. As new lines are drawn, staff must adapt to the changes in their team.
3. New Project - A new project requires that the right group of people, with the right body of knowledge and the right amount of direction are working in harmony together. With such tenuous factors at play, how well the team functions is both a measurement of their individual strengths and their interpersonal compatibility. If flaws in their relationships emerge, teamwork issues will undermine the success of the project.
4. New Business Partnership/Alliance - Much like a new project, establishing an alliance or partnership necessitates the forming of a new team, but with the added challenge of assembling participants together who have independent goals or purposes. Creating a healthy level of cooperation and collaboration requires that participants establish deep levels of trust prior to beginning their joint venture.
5. Team Alignment - The most common struggle with teamwork comes not from change or upheaval, but from the routine problems that have yet to be addressed or which have proved difficult to resolve. Issues with team alignment can be recognized by the ineffective staff meetings, the department with a divided staff, and by the team members who point fingers of blame when a deadline is missed or a project goes awry. A cohesive and united team is distinguished by their natural level of cooperation, collegial attitude towards other members of their team, and by their ability to reach goals and meet deadlines.
As with any relationship, maintaining a healthy team is an on-going activity.
When working with teams, you don't get to check a box and say you're done or walk away once you've re-established a level of stability. You can however enjoy the benefits of your effort. By addressing teamwork issues you will notice staff become happier and more cooperative; turnover and complaints become minimized; and productivity and growth, which had been hampered by these issues, can finally be maximized.
Wednesday, September 1, 2010
Saturday, May 1, 2010
Getting Them to Be Honest
People often ask how I get people to tell me things that they won't share with their manager, boss, or Human Resources. Part of my success is certainly that as an outsider, I present much less of a threat to an employee or staff member. Another reason may be an esoteric quality I bring that makes people feel safe. But beyond those intangibles which I cannot help you to acquire, here are six tips for bringing about complete and honest responses from those you desire.
Getting Them to Be Honest
1. Start by trusting them- In an effort to be discrete or to investigate a problem, Managers and HR often withhold their reasons for asking questions of staff. This creates a level of fear and discomfort in the employee, as it says, "Trust me" but not so subtly says, "I don't trust you". If you want your staff to trust you, start by trusting them. Before you begin asking them a list of questions, tell them as much as you can about what you're investigating and why their involvement is important. If you can't give full disclosure, help them to understand the reasons you can't say more.
2. Tell them why it's important - What is obvious to you may be obscured to someone else. If you want to know the truth, make sure the other person understands why you need to know. For example, if you're asking about an employee's work hours you may get resistance or half-truths due to fear that you're investigating claims for over-time. If you explained that due to recent crime in the area you want to create a "buddy-system" where no one leaves the building alone, you would receive a much warmer and more honest response.
3. Address their reasons for holding back
As you share what you can with your staff, address the known reasons they might resist sharing information with you. Step into their shoes. Could they be afraid of retribution? If the information they share leads to termination of another employee, will they benefit or be hurt by that change? Knowing why they would hold back allows you to attend to that resistance, and make them more comfortable in sharing what they know.
4. Confront dishonesty
We can all sense when someone isn't forthcoming or truthful with us. (By that same token, so can they! See tip #1). Confront this directly but respectfully, and avoid making accusations. I address this by saying - "I'm having a hard time believing...." Or "I'm sorry, that doesn't make sense to me". Then I press them to explain the situation better or differently.
5. Remove judgment
In asking for honesty, we're sometimes asking people to be vulnerable to us. When they must admit to a mistake, a lie, a bad decision, or an embarrassing detail, they are much more likely to do so if they feel safe. While you may not always be able to provide confidentiality or protection, you should always be able to offer acceptance and understanding. I find this, when done with complete sincerity, will help almost anyone to tell the truth.
6. Let them know of consequences
Sometimes there are consequences to what someone tells you. They may be in jeopardy, a co-worker or boss could get into trouble. When there is a consequence lingering, tell them what it is before you ask for the truth. The purpose here is not to threaten but to allay fear. Most of us fear the unknown much more than the known; by giving them this information, you help them to decide if they can cope with the aftermath. Sharing information about the consequence also works to establish trust and shows you respect their ability to come forward even in light of an unpleasant outcome.
As you work to establish trust in your workforce, keep in mind that fear is the biggest impediment to honesty. As you succeed in your efforts to dispel fear, you will be rewarded with the trust and honesty you seek.
Getting Them to Be Honest
1. Start by trusting them- In an effort to be discrete or to investigate a problem, Managers and HR often withhold their reasons for asking questions of staff. This creates a level of fear and discomfort in the employee, as it says, "Trust me" but not so subtly says, "I don't trust you". If you want your staff to trust you, start by trusting them. Before you begin asking them a list of questions, tell them as much as you can about what you're investigating and why their involvement is important. If you can't give full disclosure, help them to understand the reasons you can't say more.
2. Tell them why it's important - What is obvious to you may be obscured to someone else. If you want to know the truth, make sure the other person understands why you need to know. For example, if you're asking about an employee's work hours you may get resistance or half-truths due to fear that you're investigating claims for over-time. If you explained that due to recent crime in the area you want to create a "buddy-system" where no one leaves the building alone, you would receive a much warmer and more honest response.
3. Address their reasons for holding back
As you share what you can with your staff, address the known reasons they might resist sharing information with you. Step into their shoes. Could they be afraid of retribution? If the information they share leads to termination of another employee, will they benefit or be hurt by that change? Knowing why they would hold back allows you to attend to that resistance, and make them more comfortable in sharing what they know.
4. Confront dishonesty
We can all sense when someone isn't forthcoming or truthful with us. (By that same token, so can they! See tip #1). Confront this directly but respectfully, and avoid making accusations. I address this by saying - "I'm having a hard time believing...." Or "I'm sorry, that doesn't make sense to me". Then I press them to explain the situation better or differently.
5. Remove judgment
In asking for honesty, we're sometimes asking people to be vulnerable to us. When they must admit to a mistake, a lie, a bad decision, or an embarrassing detail, they are much more likely to do so if they feel safe. While you may not always be able to provide confidentiality or protection, you should always be able to offer acceptance and understanding. I find this, when done with complete sincerity, will help almost anyone to tell the truth.
6. Let them know of consequences
Sometimes there are consequences to what someone tells you. They may be in jeopardy, a co-worker or boss could get into trouble. When there is a consequence lingering, tell them what it is before you ask for the truth. The purpose here is not to threaten but to allay fear. Most of us fear the unknown much more than the known; by giving them this information, you help them to decide if they can cope with the aftermath. Sharing information about the consequence also works to establish trust and shows you respect their ability to come forward even in light of an unpleasant outcome.
As you work to establish trust in your workforce, keep in mind that fear is the biggest impediment to honesty. As you succeed in your efforts to dispel fear, you will be rewarded with the trust and honesty you seek.
Wednesday, February 3, 2010
Quick Tips to Prevent Conflict
Are you living in a Home Owners Association (HOA)?
Are you familiar with your Associations responsibility to provide IDR - Internal Dispute Resolution?
California Civil Code §1363.830 requires an Association provide a fair, reasonable and expeditious procedure for resolving disputes between the association and its members without charging a fee to the member participating in the process.
This means that any member of an HOA, who has a dispute with the Board, has the right to a conflict resolution process; and the cost must be borne by the Association.
Keep your Association costs down and consensus high by following these 4 Tips to Preventing Conflict:
1. Listen - Part of listening is working toward understanding. As a board member you may be tired of hearing complaints or the same old argument from a homeowner. Rather than tuning the person out, if you keep hearing the same information, ask him/her "What about that is important to you?" or "What am I not understanding about your concern?" You may not always learn something of critical importance, but by making the other person feel heard, you will give them peace of mind that you understand their concern.
2. Restate - Closely tied with listening, restating proves to the other person that clarity and understanding have been achieved. In the absence of this effort, others may view disagreement as misunderstanding - and continue to try to explain their position or concern. Restating does not imply agreement, but comprehension, and works both ways to ensure that communication is clearly articulated and understood. Restating may sound like this, "You're saying that... did I get that right?" Use restating whenever disagreements spark to be sure that the problem isn't simply miscommunication.
3. Make Requests not Demands - The moment you tell someone they 'have to do', or 'aren't allowed to do' something, they resist. It harkens back to our childhood and our desire for independence. We fight back and make emotional, not rational decisions. However, when you request that they do, or not do something, it's a different story. When you make a request, explain your reasons clearly, and ask them to join you. Handling it in this way creates a partnership of sorts, and while it may lead to further discussion, it won't lead to an emotional revolt.
4. Let Them Save Face -Consensus on any issue is hard to achieve, and often decisions will be based on "majority rules". Whether it is one difficult person or a group of homeowners that are unhappy with a decision, be gracious of your "win". Verbally acknowledge that while everyone's wishes were not met, that the decisions made were in the best interests of the Association. Flaunting a win when others are not happy only antagonizes and creates an atmosphere for additional conflict.
Are you familiar with your Associations responsibility to provide IDR - Internal Dispute Resolution?
California Civil Code §1363.830 requires an Association provide a fair, reasonable and expeditious procedure for resolving disputes between the association and its members without charging a fee to the member participating in the process.
This means that any member of an HOA, who has a dispute with the Board, has the right to a conflict resolution process; and the cost must be borne by the Association.
Keep your Association costs down and consensus high by following these 4 Tips to Preventing Conflict:
1. Listen - Part of listening is working toward understanding. As a board member you may be tired of hearing complaints or the same old argument from a homeowner. Rather than tuning the person out, if you keep hearing the same information, ask him/her "What about that is important to you?" or "What am I not understanding about your concern?" You may not always learn something of critical importance, but by making the other person feel heard, you will give them peace of mind that you understand their concern.
2. Restate - Closely tied with listening, restating proves to the other person that clarity and understanding have been achieved. In the absence of this effort, others may view disagreement as misunderstanding - and continue to try to explain their position or concern. Restating does not imply agreement, but comprehension, and works both ways to ensure that communication is clearly articulated and understood. Restating may sound like this, "You're saying that... did I get that right?" Use restating whenever disagreements spark to be sure that the problem isn't simply miscommunication.
3. Make Requests not Demands - The moment you tell someone they 'have to do', or 'aren't allowed to do' something, they resist. It harkens back to our childhood and our desire for independence. We fight back and make emotional, not rational decisions. However, when you request that they do, or not do something, it's a different story. When you make a request, explain your reasons clearly, and ask them to join you. Handling it in this way creates a partnership of sorts, and while it may lead to further discussion, it won't lead to an emotional revolt.
4. Let Them Save Face -Consensus on any issue is hard to achieve, and often decisions will be based on "majority rules". Whether it is one difficult person or a group of homeowners that are unhappy with a decision, be gracious of your "win". Verbally acknowledge that while everyone's wishes were not met, that the decisions made were in the best interests of the Association. Flaunting a win when others are not happy only antagonizes and creates an atmosphere for additional conflict.
Tuesday, November 3, 2009
Is Therapy Helping?
My expertise as a mediator and conflict resolution
professional is buttressed by my background as a counselor, my insights about therapy, and my knowledge of people and
their "blind-spots". Read on to to determine if you're getting what you need out of therapy.
For some, when you've been in therapy for a while, you
wonder if you're really getting the help you need. Ask yourself, have you:
- Been going for months but are unsure if you’ve made any progress?
- Arrived at each session wondering what you are going to talk about?
- Lost track of the goals you are targeting?
If you answered "yes" to any of the previous questions,
you’re probably not getting what you need out of therapy, and this article is
for you.
What to Expect From Therapy
Therapy is Meant to Provide Change
Often people engaged in therapy find their sessions have
become a way to vent their troubles and their frustrations. And, many counselors are willing to let their
client meander through therapy in this manner rather than focusing on the reasons
their client is seeking help. To get
focused, ask yourself, why am I going to therapy? What do I need help with? It can be as simple as saying "I'm unhappy”,
but then the spotlight of your therapy needs to be recapturing what makes you
“happy". An hour of complaining may
make you feel better temporarily, but commiserating with a friend will often provide
that same relief. Therapy is intended to
have a deeper and more profound impact by identifying the reasons you are stuck
in an unhappy place.
Therapy is More Than an Hour a Week
Most people who meet with their therapist for one hour a
week think that they are working on themselves. In reality, they are kidding
themselves. The truth of the matter is
that the hour in session is just the starting point of your therapy. The work of the patient is full-time. When you are not in session, you need to
focus on your issues, problems, and goals.
Think about what was discussed during the session, and further explore
your own issues.
Therapy is Relatively Fast
While each of us has unique problems, and while there is no
time-line for getting those problems worked out, the results of therapy should
begin to reveal themselves fairly quickly. In my opinion, most patients should
see some level of results within their first 5 sessions. Result does not mean improvement - it means
you feel change is underway. Your
therapist is helping reveal you to yourself (see below), and as a result
changing the way you think, and the way you see the world.
Therapy Helps to Reveal Things that are Hidden
There are the things we know, the things we don't know, and the
things we don't know that we don't know. That last group would best be referred
to as "blind-spots" and we all have them. These blind-spots are the crux of most
therapy, as a therapist's role is to guide you and help you to learn about
yourself, by uncovering these unknowns.
As you do, change comes easy.
What to Expect from Your Therapist
Challenges to Your Thinking and Your Viewpoint
We all think we are normal and believe that the rest of the
world views things the same way as we do. Unfortunately, our perspective is
skewed by our own individual life experiences. This returns to the concept of
"blind-spots". A counselor's
role is to discuss both what you think, and why you think it. By examining the distortions within our own
reality, we are impacted in the way we view the world and therefore the way
that we live.
Being Pushed
Your therapist is not there to be your friend. She must do
more than listen and nod her head. If
you aren't talking about important topics, she should push you to do so.
Ultimately, your therapist's role is to help you see yourself more clearly. Does your view of yourself (or the world)
match others? Do you see things in a
distorted way? A therapist needs to do
more than listen. She needs to challenge
you to examine your own thought processes.
Homework
As I mentioned before, therapy does not end at the end of
your session time. Whether it is
described as "homework" or not, you should always leave therapy with
new things to explore, new things to think about. A therapist might ask you a question during
your session that you can’t answer.
Something as simple as "Why do you think that way about
...?" If you don’t know, finding
out is your homework. As soon as you leave the session, before you even drive
back to the office or your home, write down that question. Make it a point to think about that question
until you have an answer. I recommend
doing this "homework" alone -don't cheat by asking others for the
answer to your question. Start your next
session by discussing this self-revelation with your therapist.
Choosing the Right Therapist (or improving therapy with the one you have now)
Selecting a Therapist
Like choosing a professional in any arena -you should ask
some basic questions to get a feel for the person, and to decide if you want to
give them a shot. Remember, the ultimate test is how you feel when you begin
working with them. It's perfectly
acceptable to have one or two sessions with a therapist before you fully commit
to working with him. However, you do
need to begin your work during those initial sessions - if you don't then you
can't judge the ability of that therapist to help you. Remember, you're looking for someone you can
trust and who shows insight into your world, you are not looking for your new
best friend.
Getting Back on Track with Your Current Therapist
Most of us don't like to start over, and often times there
are ways to improve the relationship with your current therapist. For starters, you’ll need to speak with her
about your desire to make real change.
Then clearly and honestly communicate with her about what you want, and
perhaps the changes you'd like her to make.
If you want her to be more direct with you, say so. If you need to be pushed to open up, tell
her. Most therapists will happily make
such style changes - after all your success is their success.
Tuesday, September 1, 2009
Top 6 Teamwork Challenges
Greetings!
Teamwork affects every business and every employee. It determines turnover and productivity and it defines the functionality of a business. While fundamental to a business' success, teamwork is difficult to harness as it is reliant upon several different factors (and personalities!) working together. Below are the Top 6 teamwork issues that I help businesses to resolve.
1. Planning
When it comes to teamwork, planning includes everything from selecting the team members and identifying their individual tasks and responsibilities, to preparing for the inevitable challenges, problems, and delays that could prevent the team from reaching its success.
2. Leadership
Too often a team becomes unhinged because the focus rests on "management" of the team instead of leadership. Leaders motivate, inspire, and chart a course of action. They acknowledge problems but they don't micromanage the completion of individual tasks.
3. Communication
Arguably the lifeblood of any business or organization, communication is key to teamwork. Basic communication ensures that all members of the team know what they are doing, why they are doing it, as well as when and how to get it done. Other essential elements include communicating about problems with the project, or conflicts on the team. With clear communication problems are discussed and resolved.
4. Goals
Similar to planning, setting goals is an elementary task. However, many businesses lose sight of the importance of including the team in the creation of the goals, instead focusing narrowly on the team's delivery of those goals. A team that is united at the start of the project, will be better able to achieve its objectives on time and on budget.
5. Follow-through
Teams are often undermined by poor follow-through and lack of accountability. To get the most from a team, each member needs to respect his/her own role in reaching the established goals, and each manager or supervisor needs to recognize and reward success, as well as counsel and discipline failure.
6. Crisis (conflict) Management
Throughout the life of any team problems and conflicts will surface. They may be project oriented or revolve around personality differences. Addressing conflicts and crises early on is essential to keeping the team on task and focused, able to reach their goals and achieve success for the team, as well as the business itself.
Teamwork affects every business and every employee. It determines turnover and productivity and it defines the functionality of a business. While fundamental to a business' success, teamwork is difficult to harness as it is reliant upon several different factors (and personalities!) working together. Below are the Top 6 teamwork issues that I help businesses to resolve.
1. Planning
When it comes to teamwork, planning includes everything from selecting the team members and identifying their individual tasks and responsibilities, to preparing for the inevitable challenges, problems, and delays that could prevent the team from reaching its success.
2. Leadership
Too often a team becomes unhinged because the focus rests on "management" of the team instead of leadership. Leaders motivate, inspire, and chart a course of action. They acknowledge problems but they don't micromanage the completion of individual tasks.
3. Communication
Arguably the lifeblood of any business or organization, communication is key to teamwork. Basic communication ensures that all members of the team know what they are doing, why they are doing it, as well as when and how to get it done. Other essential elements include communicating about problems with the project, or conflicts on the team. With clear communication problems are discussed and resolved.
4. Goals
Similar to planning, setting goals is an elementary task. However, many businesses lose sight of the importance of including the team in the creation of the goals, instead focusing narrowly on the team's delivery of those goals. A team that is united at the start of the project, will be better able to achieve its objectives on time and on budget.
5. Follow-through
Teams are often undermined by poor follow-through and lack of accountability. To get the most from a team, each member needs to respect his/her own role in reaching the established goals, and each manager or supervisor needs to recognize and reward success, as well as counsel and discipline failure.
6. Crisis (conflict) Management
Throughout the life of any team problems and conflicts will surface. They may be project oriented or revolve around personality differences. Addressing conflicts and crises early on is essential to keeping the team on task and focused, able to reach their goals and achieve success for the team, as well as the business itself.
Monday, June 1, 2009
Uncover Communication Problems
Greetings!
While I am often asked about the most common problems I see in working with businesses, I doubt it will surprise you to learn that most problems stem from issues related to communication. In fact, it is probably a concern in your workplace as well. The challenge then is in identifying what communication issues are creating a problem.
Communication problems stem from a wide variety of issues, with each situation as unique as the persons struggling with it. As a result, uncovering the exact cause of a breakdown and finding the right steps for improving the situation frequently requires the services of an expert.
To help you in your efforts of finding and resolving such problems, I will selectively focus on three of the top underlying issues that lead to a breakdown in communication and damage working and interpersonal relationships.
1. Style of communicating
People who operate in a confrontational or avoidant manner unintentionally create a collapse in communication. Their communication style may actually lead to bullying or overpowering their cohort (confrontational behavior); or in contrast their discomfort in communication may lead to a failure to share vital information or concerns (avoidant behavior). Each style is problematic on its own, but put two persons of opposing styles together and the situation become much more damaging. Adding to the problem, communication styles are deeply ingrained and not easy to change.
2. Hoarding information
Often times people share only a portion of what they know. This may be done to save time or to limit the knowledge of the recipient. This communication malady is usually a top-down problem as it correlates with a desire to maintain power. At a minimum hoarding behavior impacts teamwork and productivity as information and awareness of the "big picture" are compromised. Over time this behavior erodes trust, leading to other costly problems.
3. Rumors and Reputation
Expectations color our behaviors. Therefore a preconceived notion, a history of bad experiences, or other similar circumstances will change the way we view a person. If this is someone with whom we must work and communicate, our beliefs about the other person can easily create a roadblock and affect the business itself. When rumors or reputation are at play the listener often hears more (or less) than the speaker is actually saying. S/he may infer other non-communicated details as well.
By identifying the cause of communication problems, you can begin staging improvements, ultimately creating a happier, healthier, and more productive work environment.
While I am often asked about the most common problems I see in working with businesses, I doubt it will surprise you to learn that most problems stem from issues related to communication. In fact, it is probably a concern in your workplace as well. The challenge then is in identifying what communication issues are creating a problem.
Communication problems stem from a wide variety of issues, with each situation as unique as the persons struggling with it. As a result, uncovering the exact cause of a breakdown and finding the right steps for improving the situation frequently requires the services of an expert.
To help you in your efforts of finding and resolving such problems, I will selectively focus on three of the top underlying issues that lead to a breakdown in communication and damage working and interpersonal relationships.
1. Style of communicating
People who operate in a confrontational or avoidant manner unintentionally create a collapse in communication. Their communication style may actually lead to bullying or overpowering their cohort (confrontational behavior); or in contrast their discomfort in communication may lead to a failure to share vital information or concerns (avoidant behavior). Each style is problematic on its own, but put two persons of opposing styles together and the situation become much more damaging. Adding to the problem, communication styles are deeply ingrained and not easy to change.
2. Hoarding information
Often times people share only a portion of what they know. This may be done to save time or to limit the knowledge of the recipient. This communication malady is usually a top-down problem as it correlates with a desire to maintain power. At a minimum hoarding behavior impacts teamwork and productivity as information and awareness of the "big picture" are compromised. Over time this behavior erodes trust, leading to other costly problems.
3. Rumors and Reputation
Expectations color our behaviors. Therefore a preconceived notion, a history of bad experiences, or other similar circumstances will change the way we view a person. If this is someone with whom we must work and communicate, our beliefs about the other person can easily create a roadblock and affect the business itself. When rumors or reputation are at play the listener often hears more (or less) than the speaker is actually saying. S/he may infer other non-communicated details as well.
By identifying the cause of communication problems, you can begin staging improvements, ultimately creating a happier, healthier, and more productive work environment.
Sunday, March 1, 2009
Fostering Positive Workplace Relations
5 Steps toward Fostering Positive Workplace Relations
With our focus on "New Beginnings", and in light of April being Workplace Conflict Awareness Month, we'd like to draw your attention to the importance of cohesive workplace relations and teamwork.
Below are 5 things you can do to foster positive workplace relations on teams and among co-workers.
1. Encourage Socialization
Research shows that 60-80% of all difficulties in organizations stems from strained relations. With that we know that workplace associations are the single biggest factor in determining effectiveness and productivity at work. Create an environment that fosters positive relations, and the healthy atmosphere will circulate back into the company. To put it simply, you will find that a happy employee is a more productive and loyal employee.
2. Value Proximity
Working closely with someone should be considered in both the literal and figurative forms. Staff and teams who work in direct proximity to one another will communicate more frequently and more openly. This builds trust, rapport, and aids in teamwork and productivity.
3. Manage People, Not Paperwork
A managers most important role is to engage his/her staff and help them to accomplish more by supporting their efforts, addressing their needs, and being involved in their success. A manager who is committed to his/her team makes them stronger and more cohesive.
4. Discuss Discord
Conflict is a natural occurrence and is best addressed early on. Avoiding discussion or interfering with efforts to work it out will cause the conflict to grow and those involved to become further entrenched. Instead encourage discussion and open communication between those at the heart of the issue. Creating understanding builds relationships - regardless of whether or not full agreement is reached.
5. Recognize and Reward
By focusing on the oft-ignored positive behaviors you can build strength of both the individual and the team. Have those achieving the most success discuss and describe how they accomplished their goals and feats. Sharing and discussion provides for mentoring of new skills and may create some healthy competition as well.
With our focus on "New Beginnings", and in light of April being Workplace Conflict Awareness Month, we'd like to draw your attention to the importance of cohesive workplace relations and teamwork.
Below are 5 things you can do to foster positive workplace relations on teams and among co-workers.
1. Encourage Socialization
Research shows that 60-80% of all difficulties in organizations stems from strained relations. With that we know that workplace associations are the single biggest factor in determining effectiveness and productivity at work. Create an environment that fosters positive relations, and the healthy atmosphere will circulate back into the company. To put it simply, you will find that a happy employee is a more productive and loyal employee.
2. Value Proximity
Working closely with someone should be considered in both the literal and figurative forms. Staff and teams who work in direct proximity to one another will communicate more frequently and more openly. This builds trust, rapport, and aids in teamwork and productivity.
3. Manage People, Not Paperwork
A managers most important role is to engage his/her staff and help them to accomplish more by supporting their efforts, addressing their needs, and being involved in their success. A manager who is committed to his/her team makes them stronger and more cohesive.
4. Discuss Discord
Conflict is a natural occurrence and is best addressed early on. Avoiding discussion or interfering with efforts to work it out will cause the conflict to grow and those involved to become further entrenched. Instead encourage discussion and open communication between those at the heart of the issue. Creating understanding builds relationships - regardless of whether or not full agreement is reached.
5. Recognize and Reward
By focusing on the oft-ignored positive behaviors you can build strength of both the individual and the team. Have those achieving the most success discuss and describe how they accomplished their goals and feats. Sharing and discussion provides for mentoring of new skills and may create some healthy competition as well.
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