Work effectively with others

Labor relations can be fragile, especially in the workplace where they are often built and destroyed by the actions we take. Building healthy, safe and harmonious relationships is important not only for us personally, but also to support the success of the organization for which we work. We need to build effective relationships for several reasons:

    • The health of people depends on what happens in organizations and what they do. Overwork, stress, the fact of being harassed or harassed have an impact on a person’s health and, therefore, on their ability to fulfill their role within the organization. Staff who are stressed make mistakes that cost the organization time, effort, money and reputation.

 

    • Organizations only work with the cooperation of their members; The staff is in the front of the organization, fulfilling all the necessary functions to guarantee success. If there is a lack of harmony in the workplace, this can have a negative impact on the success of the organization.

 

  • Organizations can have a profound effect on people who do not work for them but who depend on them for the necessities of life, for example, food, shelter and clean water. Well-managed harmonic organizations are normally stable and, therefore, also provide a stable environment for their staff and all the people who depend on them. Society is a network of relationships, which requires all parties to work together to create something that is good. But what makes society work even better are positive, cooperative and respectful relationships. In this way, everyone works for the good of the whole and towards a common purpose. This requires effective relationships based on mutual understanding. If you understand what people want and why they want it, you can usually find a way to progress together.

What is an effective relationship?

Building an effective relationship means listening to understand the positions and feelings of another person. The simplest way to understand what is important for another person or for a group is to ask and then listen to the answer. We all know when someone else is really interested in us; the other person is attentive, does not interrupt, does not worry and does not talk about herself. This gives us time to think and feel accepted, instead of feeling that we are being judged.

Building an effective relationship means expressing your position and feelings openly. Sometimes we hope that people understand what we want and give us what we need intuitively. This is not a realistic point of view. We need to say what we need and express how we feel. By doing this, we are more likely to get what we want, instead of waiting for someone to realize what we want, and then wait for that person to give it to us and get upset when it does not happen.

To make relationships more effective, we must treat ourselves with respect. Respect is the core of any good relationship. You can respect people (even if you find your behavior difficult to understand) by recognizing that you are doing the best you can when you consider your circumstances and your history.

Developing effective working relationships

Building effective relationships in the workplace starts with understanding your own role and how it contributes to the overall plans and objectives of the organization. Your own function is defined, to a large extent, by the description of your work and the information in the organization’s staff manual (if available). These documents summarize:

  • The code of conduct of the organization: the standards of conduct and ethics that the organization expects from you
  • The duties and confidentiality issues that relate to your work.
  • The legal obligations that you must fulfill.
  • exactly what tasks your role involves who you report to:
  • Levels of supervision and responsibility in their role.
  • the structure of the team
  • How your department fits into the rest of the organization.
  • the skills, training and competence that are expected to contribute to the role and what you may be asked to learn in terms of continuing professional development training (PD)

Its impact on the organization

No one in an organization works in complete isolation. You will work with colleagues and supervisors in your own department. You can work with other departments as a member of a committee or team. In any case, it is important to understand how their role fits the departmental and / or organizational panorama. The duties you perform may represent an important step in the procedures or processes of an organization, or they may be part of a larger task or a project that works with others, all of which contribute to a specific task. It is possible that everyone is working on the task or the project simultaneously or that each person must complete their part so that the next person can complete theirs. Therefore, you should know who is depending on you to do your job so they can complete their own tasks.

You should also know the deadlines by which you need to complete your tasks. Withholding work could cost the company its customers, income and / or reputation. A successful organization must function as a well-oiled machine with each gear spinning in sync with the others to suit the machinery as a whole. Broken gears can damage machinery, as well as inefficient work practices and teamwork can harm the organization.

Working with others

Dealing with the people you work with is not very different from dealing with clients. We all like to be treated with courtesy and respect, and we look forward to the cooperation of the people with whom we work.

When working together in an organization, a thought must be the most important at all times; Everyone is working to achieve the same goal: serve customers and earn money for their company. For this purpose, it is desirable to achieve a sense of harmony and team spirit. You do not have to be the best friend of all the people you work with, but you can establish a good relationship with them and you can create a team spirit. This can be done by developing a relationship of trust with your colleagues. There will be times when you should trust them (and vice versa) to complete a task and you will have to trust them to do it correctly.

To achieve this trust:

  • Always carry out the tasks assigned to you and follow up on everything you have pending.
  • If a colleague asks for help and you are able to give it, do it. You may need help at some point and people will remember your assistance.
  • Do not leave things undone, especially if you are going to leave or expect to be away from your workplace for business. Leaving work unfinished could put colleagues in embarrassing situations when clients request information. If you can not complete a task before you leave, tell one of your colleagues about your current status and ask them to monitor you or leave a brief explanation of what is happening in the client file.
  • communicate! Listen to what your colleagues have to say and discuss any problems that arise. The solutions found together tend to last longer and find greater support from all the staff.

Support colleagues

The willingness to support each other is also important: everyone must work towards the same goal. In many cases, today’s staff pay is based on performance: the more you sell or the better you perform, the more you will be paid. This brings a competitive culture with your colleagues and this is not all bad. However, it can be harmful if you take it too far and you refuse to help a colleague because of jealousy and competitiveness. We all need a helping hand at some point and the good of the whole should always be considered.

Support team members can include:

  • Explain or clarify tasks, procedures and structure to new team members.
  • help colleagues when they have a lot to do or have special projects to complete and you have some free time.
  • help in problem solving, especially if the problem affects your own work or department
  • Providing encouragement and positive reinforcement to other colleagues.
  • Provide feedback on performance or customer comments to other colleagues.
  • perform additional tasks if necessary to help with homework.

Sharing information

The exchange of information about new trends and recent experiences of products or services with other staff enriches the set of information that all staff has to obtain. Clients will never cease to surprise you with the requests and demands they make. You can not know everything there is to know about everything! Synergy in the workplace can often reveal “what you need”. Synergy, in simple terms, means that the whole is greater than the sum of the individual parts. In a commercial sense, this means that teamwork will produce a much better result than if each person in the organization worked towards the same objective individually.

Feedback

Sharing information also means giving feedback and discussing opportunities to improve work efficiency. This can be done through:

  • Formal and / or informal performance evaluations with supervisors and managers
  • Formal and / or informal discussions with colleagues on work-related issues.
  • These should be positive and constructive in nature instead of focusing around gossip and undermining the organization.
  • Personal reflection: Think of the way you or a colleague handled a particular situation or work methods and ways to improve.
  • routine organizational methods to monitor the delivery of services, such as surveys and focus sessions

Working in teams

When working for a larger organization, it may sometimes be necessary to form formal work teams. This could be;

  • to achieve a goal
  • act as a committee
  • to develop a program
  • to complete a large task and so on

Forming a team is not just a matter of gathering a group of people and “going for it.” Care must be taken so that the team’s objectives can be met correctly and on time. Team members should be chosen for their strengths, the network of contacts and the talents they can bring to the team, qualities that can help carry out the work.

Building Team Dynamics

Reaching a successful goal will depend to a large extent on the dynamics of the team; On the motivation and willingness to move the project forward. Team building works best when;

  • There is a high level of interdependence among team members. The team is working on important tasks in which each member is committed to the ultimate goal and teamwork is essential to achieve this goal.
  • The team leader has high level communication and interpersonal skills.
  • Each member of the team is capable and willing to contribute information, experience and skills, without thinking about personal gratification, to achieve the team’s objective.
  • The team generates an atmosphere in which all members feel relaxed and can communicate openly.
  • Team members develop a feeling of mutual trust and equality.
  • Team members are encouraged to develop their skills and abilities.
  • The team has the ability to generate new ideas through group interaction. Good ideas are followed and people are rewarded for their innovation.
  • team members have clearly defined roles and responsibilities, as well as the expectations of and within the group
  • Team members jointly determine how they will work together as a team and what they want to happen. When individuals and the entire team choose to operate in this way and are willing to put aside the small differences, outstanding results can be obtained.

When individuals adopt this attitude and commit to using their resources, knowledge and skills to contribute to the team’s objectives, an alignment with the overall purpose of the team is produced. This will not happen unless both the team leader and the team members decide to do so.

Team focus

Having a well-defined purpose or vision of what the team will achieve is a very powerful force for the leader and team members. The goals are aligned with the purpose of the team, and team members are empowered to achieve the goals. This process leads to a high level of team productivity. If people learn to focus simultaneously on both the current situation and the desired results, the problems that arise will be resolved as part of the total process to achieve the desired results. Team members have a strong sense of control within the team and are able to set priorities and then dedicate time and resources to perform these tasks.

When team resources are fully focused and all team members work to achieve the same goal, teamwork can be very rewarding and, most importantly, very productive. The use of a proactive approach instead of reactive for all tasks is a contributing factor. This means that the team looks forward and finds creative ideas and ways to move forward, rather than waiting for something to happen and then reacting to it.

When working to achieve a goal in a team environment, there are several things that must happen to ensure success. Once the team members have been chosen and the goal to be achieved has been defined in detail, the following steps are:

    1. Identify the individual tasks that must be completed. These will be the steps you must follow to complete the overall goal. Some goals are too big to handle all at once. By dividing the general goal into individual tasks and easy to manage, it will be easier to achieve. This is often referred to as “fragmentation”. There may be a series of tasks that must be completed to achieve a specific objective. It is important to prioritize the tasks at the beginning of the project so that things are done in the correct order. For example, when a national advertising campaign occurs, it does not make sense to produce a proposal for the client until all the advertising components have been selected, budgeted and put into operation. The order in which things are done is very important since, frequently, a task can not be started or completed until the previous one is in place.

 

    1. Determine the time frame and standard in which these tasks should be completed. There will always be a deadline to complete the general objective. Therefore, each individual task also needs a period of time for all the pieces to be placed in the right place and on time. Once again, the order tasks are completed in is important. If step one in the process is not completed on time, it will delay the next steps and the entire project runs the risk of not being completed on time.

 

    1. Designate tasks to individual team members according to their strengths. Each member of the team was chosen for their strengths and talents: use them and delegate tasks in which they have experience and experience.

 

    1. Monitor the progress of the work. This is very important. The deadlines must be maintained so that the project does not fall behind. To avoid this, the team must meet at regular intervals to verify progress.

 

    1. Seek and offer assistance when necessary. If a team member has difficulties, help them! Similarly, if you, as a member of the team, acknowledge that you have difficulties, ask for help. The goal of the team is to complete the project as quickly, efficiently and cost-effectively as possible, and assistance should be provided when necessary. Often, other team members will have personal knowledge that can help you or, alternatively, can have someone in your network of contacts who can help you with the task. When necessary, negotiate a change in tasks with individual team members who can not complete their assigned tasks.

 

  1. Feedback information on the progress of the task. Meetings should be held at regular intervals so that other team members know how work is progressing;
    • Is the work in progress?
    • Somebody needs help?
    • Is there a problem that should be treated?
    • How do individual tasks or components fit together?
    • What adjustments, if any, should be made?

Team leadership

Even if a team has been formed, much of the actual work will be done individually. So, how is the project controlled and its overall progress monitored?

You need a team leader. Leadership is a process by which a person influences others in the team to achieve an objective. The goal of a team leader is to lead the group in a way that makes it more effective and efficient. This process is carried out applying leadership attributes: beliefs, values, ethics, character, knowledge and skills.

Often, this person will be appointed by the employer or is sometimes chosen by the team. However, the leader is chosen, this person is usually responsible for keeping things moving. The team leader is not necessarily the “boss”, but has a greater responsibility for:

  • Make sure the tasks are completed correctly
  • Make sure the assignments are completed on time
  • deal with the problems
  • deal with personality clashes and conflicts.

One thing that a good leader usually does is to communicate the big picture so that each team member can see how their particular role contributes to the final result. When a team member understands why a job that might be considered low-grade is important, that person is likely to be more engaged and more productive.

Leadership principles

These are some of the principles involved in the development of good leadership skills.

  • Be technically competent: As a leader, you must know your own work very well and be familiar with the roles of other team members so that you can offer advice and recommend actions.
  • Look for responsibility and take responsibility for your actions: look for ways to guide your team to new heights. When things go wrong, do not blame others: observe the situation, take corrective action and move on to the next task.
  • Make wise and timely decisions: use good problem solving, decision making and planning skills.
  • Set an example for the people on your team: be a good role model. They should not only listen to what they are expected to do, but also see how they are expected to behave.
  • Keep the team informed – know how to communicate with them.
  • Develop a sense of responsibility in your team: help them develop good character traits that allow them to carry out their task with professionalism.
  • Make sure that the tasks are understood, supervised and carried out; If the team is fully informed about what they should do, they are more likely to do the job efficiently and quickly, knowing the importance of the task for the overall objectives of the organization.

Deal with personalities in a team

No two people are alike. No two people see a task and see the same solution. When it comes to people in a team or group environment, we must take this into account and accept people as they are.

Have you ever attended a meeting that lasted hours and, in the end, when the president asks for the last comments (and everyone is packing), a little voice says “Yes, I have one more thing …” (moan). Or what about a team project? Everyone is totally enthusiastic, comments and ideas flow freely, but there is a single voice that says: “Yes, but … & # 39; or “I do not think that works …”

Who needs people like that in a team?

The answer is very simple, you are! Imagine what it would be like if a team was made up only of “ideas” enthusiasts. What do you suppose would happen? You would end up with a fabulous project that had all the possible refinements and would be thousands of dollars over budget. We need to have the people of the “Yes, but …” to keep the team’s feet firmly on the ground, to be realistic, to point out possible problems and risks and to make the team think. People work in different ways and much research has been done on the “personality types” that influence the way they behave. Some examples of these are discussed in Edward de Bono’s Six Thinking Hats, Myers-Briggs Type Indicators or DISC Personality Profiles. The DISC personality system is considered a “universal” behavior language. These behavioral characteristics are grouped into the main divisions called personality styles. They are:

    • Domain: Direct and Decisive. These people tend to be independent and result oriented. They are people of strong will who enjoy challenges, action and immediate results. The bottom line is that your approach tends to be on the bottom line and the results.

 

    • Influence: Extroverted and optimistic. These people tend to be very sociable and are dating. They prefer to participate in teams, share thoughts and entertain and energize others.

 

    • Firmness: Stability and status quo. These people tend to be your team players and are supportive, cooperative and helpful to others. They prefer to be behind the scenes, work consistently and predictably. They are often good listeners and avoid changes and conflicts.

 

  • Conscientiousness: Cautious These people often focus on the details and quality. They plan in advance, constantly verify the accuracy and what they should know “how” and “why”.

Deal with problems, problems and conflicts

Conflict between colleagues has the potential to completely disrupt the workplace and team spirit. Workplace conflict is corrosive and, if left unchecked, can weaken an organization and even destroy it. To avoid that what can begin as a relatively minor problem becomes a bigger problem, conflict situations must be identified and addressed.

Good conflict resolution skills include willingness to meet the needs of others. The issues involved in the situation must be discussed and addressed, but what about the human needs of a person? The need, for example, to be a recognized and valuable member of the community. equipment. These are important aspects to deal with situations of conflict and require good communication skills.

The causes of conflict in the workplace may include:

  • bad communication
  • lack of information
  • Changes in practices and procedures.
  • cultural misunderstandings
  • colleagues competing for power
  • Staff dissatisfied with management
  • Weak leadership or change of leadership.
  • Lack of empathy from colleagues or supervisors.
  • General complaints that are not treated.

All these problems can cause dissatisfaction and decrease the morale of the staff. If you act responsibly and quickly, they can be resolved without interruption of work.

As mentioned above, if they are ignored, then what may have started as minor problems has the ability to completely break the harmony within the workforce. This, in turn, can affect the productivity of an organization because the staff is unmotivated. The low productivity affects the income of the organizations and this could result, in extreme cases, in the fall of the business.

Treat conflict in the workplace

If you are in conflict with a colleague, or if you are aware of general dissatisfaction, here are some steps to help calm and resolve the situation;

    • Avoid jumping to conclusions. Let the other person express their opinion, without interrupting or imposing their own thoughts or ideas.

 

    • Find some points in common with the other person. Find something you can agree on. This will keep the process in a positive position.

 

    • Make sure you keep the facts alone and do not let your emotions get in the way. Allowing emotions to surface can often break the communication process, as tempers become heated and agitated.

 

    • Avoid blaming During a conflict resolution, determining what is right or wrong or who is at fault is not what you are trying to do. There is a problem, what you are trying to do is find a solution to the problem that is satisfactory for all the people involved. Finding someone to blame will not solve the situation.

 

    • Consider cultural differences. Perhaps the conflict has arisen due to a misunderstanding about different beliefs or customs. In this case, an effort could be made to obtain this understanding and perhaps even learn something new.

 

    • Check if something has been left unsaid. Problems, even minor ones, that have not been addressed or that have not been satisfactorily resolved, can resurface and re-emerge without prior notice. A situation that you thought was solved, therefore it is not Ask questions to be sure. For example: From what I’ve heard, I think the main topic of your concern is based on what we just discussed. Having examined this issue with you, how do you feel about the situation now? By doing this, we verify that the other person is satisfied with the resolution, or if there are still problems that need to be addressed.

 

    • Show courtesy and respect to the other person, allowing them to present their case without interruption or interference.

 

  • If you can not resolve the situation, you may need to consult a third party, such as a supervisor or manager.

In any situation, but particularly in the workplace, it is important to respect differences in other people, to learn from each other and to recognize that everyone is entitled to their own thoughts and opinions and that everyone has something to contribute.