Make workplace INTERACTIONS count
DRIVING WORKPLACE PRODUCTIVITY THROUGH HIGH-QUALITY INTERACTIONS
WE are so focused on improving productivity, as it is directly linked to revenue and other tangible business goals, that we forget that human beings are social animals and they come to work with a strong need for interaction and collaboration with others. There exists a core set of skills everyone needs to master in order to effectively build relationships and get work done.
THE FIVE KEY PRINCIPLES ARE:
Maintain or enhance self-esteem; Listen and respond with empathy; Ask for help and encourage involvement; Share thoughts, feelings and rationale to build trust; Provide support without removing responsibility to build ownership.
Leaders can meet practical needs and structure the discussion by using five interaction guidelines. Open: In this step,you ensure that the discussion has a clear purpose and that everyone understands the importance of accomplishing it;
Clarify: There are two types of information to collect in this step - facts and figures and issues and concerns.Both are essential to building a complete picture;
Develop: When developing ideas,it is important to ask questions and include others in the process;
Agree: It is important that leaders and the people involved agree on a plan for following through on the ideas that were developed and for supporting those who will take action;
Close: This is the final chance to check that everyone is clear on agreements and succeeding steps and committed to following through.
SIX INTERACTION SINS
A close study of these interaction essentials highlights a number of common mistakes and tendencies.While leaders may demonstrate strengths in one aspect,it is the combination of elements that lead to high-quality interactions at the workplace.
HERE ARE THE MAIN ROADBLOCKS:
Rushing to fix the problem:Many managers sprint to fix problems;they miss out on listening to issues and involving others relevant to the task;
One-size-fits-all approach:Some managers tend to have one single approach to addressing issues. They might end up building a blind spot;
Avoiding tough issues:
Many managers just can’t deal with tough issues,especially performance issues.They put these under the rug and the problem amplifies over time;
Inconsistent application across different contexts: Sometimes,managers surprise us by solving issues innovatively;but in similar situations,on other occasions,they fail;
Spotting opportunities for change but forgetting to engage others:Many managers are too focused on identification of the need rather than inviting ideas from others and assuming people would come on board by themselves;
Neglecting to coach in the moment:Many managers believe coaching is a long-term agenda and completely fail to coach their direct reports for ‘here and now’. While these problems are very common,the good news is these are behaviours,which are highly ‘trainable’.Mastering interaction and leadership skills is like every other discipline.It takes practice.
AMOGH DESHMUKH ,key member - leadership, Development Dimensions International TAS130424