Developing Strong Relationships on the Job
Developing Strong Relationships on the Job
Supervisors have a particular responsibility to create a satisfying and productive atmosphere that encourages others to reach their full potential. To inspire confidence and loyalty from others, a supervisor must lead by example. If he values punctuality, he should be punctual. If he insists on respectful behavior, he should demonstrate it in his treatment of others. If he wants to create a spirit of teamwork, he should do his best to keep workers informed of developments that could affect their departments. In other words, a supervisor should practice the Golden Rule in order to create an environment where he himself would want to work.
Relationships among peers can be some of the most competitive and challenging in the workplace. Balance and discretion should be exercised in these associations. Some individuals feel that the only important relationships are with their supervisors. This attitude overlooks both the importance of teamwork and the obvious benefit of building friendships, which in some cases last a lifetime. Peers can constitute a valuable network of shared information and can generate an atmosphere of cooperation. When we build goodwill among our coworkers, we contribute to our own feelings of well-being on the job and the well-being of our coworkers as well.
Peers often work in close proximity, so respecting the privacy of others is essential to good working relationships. The primary offender of this unwritten rule is gossip. It has been said that gossips make mountains out of molehills by adding more dirt. Nothing more thoroughly undermines productivity and moral. "A gossip betrays a confidence; avoid a man who talks too much." (King Solomon). Good advice. No one is safe from a chronic gossip, and nothing reveals a person’s character more completely than what he or she says.
When virtually every personality type is thrown together to accomplish a common goal, conflicts are inevitable. But when we are mindful of our own behavior and determined to give an honest day’s work for pay, we have already greatly minimized our chances for conflict. It’s hard to find fault with this kind of work ethic. If conflicts do arise, they should be handled carefully. Dealing with a conflict quickly at its source is usually the wisest approach. If handled one-on-one it’s far less disruptive to the workplace. Confronting interpersonal problems without becoming defensive can really put us to the test. It helps to remember that people generally defend their weaknesses, not their strengths.
Developing Strong Relationships on the Job - To learn more about this author, visit Todd Linaman's Website.
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Finding the right position is only one piece of the puzzle that leads to job satisfaction. Have you ever heard someone say, "I’d like my work if it weren’t for the people I work with"? One of the greatest challenges in the workplace is getting along with other people. It hardly matters if someone is the best and brightest at what he does if he creates dissension in the office. Regardless of whether we’re hired to lead or be led, it is the ability to establish functional and healthy workplace relationships that can make or break our success and job satisfaction.
Supervisors have a particular responsibility to create a satisfying and productive atmosphere that encourages others to reach their full potential. To inspire confidence and loyalty from others, a supervisor must lead by example. If he values punctuality, he should be punctual. If he insists on respectful behavior, he should demonstrate it in his treatment of others. If he wants to create a spirit of teamwork, he should do his best to keep workers informed of developments that could affect their departments. In other words, a supervisor should practice the Golden Rule in order to create an environment where he himself would want to work.
Relationships among peers can be some of the most competitive and challenging in the workplace. Balance and discretion should be exercised in these associations. Some individuals feel that the only important relationships are with their supervisors. This attitude overlooks both the importance of teamwork and the obvious benefit of building friendships, which in some cases last a lifetime. Peers can constitute a valuable network of shared information and can generate an atmosphere of cooperation. When we build goodwill among our coworkers, we contribute to our own feelings of well-being on the job and the well-being of our coworkers as well.
Peers often work in close proximity, so respecting the privacy of others is essential to good working relationships. The primary offender of this unwritten rule is gossip. It has been said that gossips make mountains out of molehills by adding more dirt. Nothing more thoroughly undermines productivity and moral. "A gossip betrays a confidence; avoid a man who talks too much." (King Solomon). Good advice. No one is safe from a chronic gossip, and nothing reveals a person’s character more completely than what he or she says.
When virtually every personality type is thrown together to accomplish a common goal, conflicts are inevitable. But when we are mindful of our own behavior and determined to give an honest day’s work for pay, we have already greatly minimized our chances for conflict. It’s hard to find fault with this kind of work ethic. If conflicts do arise, they should be handled carefully. Dealing with a conflict quickly at its source is usually the wisest approach. If handled one-on-one it’s far less disruptive to the workplace. Confronting interpersonal problems without becoming defensive can really put us to the test. It helps to remember that people generally defend their weaknesses, not their strengths.
Developing Strong Relationships on the Job - To learn more about this author, visit Todd Linaman's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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