Constructive energy relationships are the lubricating oil of successful internal talks. These relationships are the catalyst that allow you to be heard and to settle differences without rancor. Harmony in working together follows from good relationships. Let's take a look at ways to build this imperative career (and life) ability.
Positive energy relationships are hugely different from passive or negative ones in shaping the interactions of people at work.
When 2 people have developed a positive relationship they are pleased to see each other, and they show it with a warm grin or handshake. When the meeting ends, they leave with a sense of well-being, even if the problem they looked to solve still eludes them. Their energy level grows instead of diminishes.
Interplay with negative-energy folk work the opposite way. One leaves such encounters feeling exhausted and dejected; sorry to once have been there. Each of us knows from personal experience that we look forward to dealing with people who give off positively charged energy. We avoid those who don't. Working with positive people is a joy.
The facility to build excellent relationships might be more imperative to your success at work than being exceedingly smart or well-skilled. At work we often make the mistake of overrating the value of intelligence at the expense of appreciating how well they get along and handle associates.
Intelligence and talent are critical. But these aren't the only factors to consider. In the current day's complex business and social world, with its interconnecting spheres of knowledge, another measure of capableness has become necessary: the ability to build connections with those you engage with fairly often, whatever their role in the organisation.
The capacity and eagerness of each worker to build relationships should, to my mind, be made part of each person's job description and evaluation at performance review time. It counts not if the individual is Chief Executive Officer, a physicist concerned in launching a spacecraft, a scientist, or someone answerable for cleaning the office.
Each worker should recognize that relationship building is part of their job and an important factor in figuring out their career course.
When people are mindful of its significance in their work they will pay more attention to it. They will strive to fortify their day-to-day connections and will get advantages from the reduction in friction that flows from improved relationships. People who trust and like each other may differ on occasion but they're less certain to individualize their differences or scrap continually. When the requirement for collusion is forecasted, they'll eagerly join hands.
Each of us is actually capable of improving relations at work. It's a matter of devoting the time and effort important to do so then acting accordingly.
Positive energy relationships are hugely different from passive or negative ones in shaping the interactions of people at work.
When 2 people have developed a positive relationship they are pleased to see each other, and they show it with a warm grin or handshake. When the meeting ends, they leave with a sense of well-being, even if the problem they looked to solve still eludes them. Their energy level grows instead of diminishes.
Interplay with negative-energy folk work the opposite way. One leaves such encounters feeling exhausted and dejected; sorry to once have been there. Each of us knows from personal experience that we look forward to dealing with people who give off positively charged energy. We avoid those who don't. Working with positive people is a joy.
The facility to build excellent relationships might be more imperative to your success at work than being exceedingly smart or well-skilled. At work we often make the mistake of overrating the value of intelligence at the expense of appreciating how well they get along and handle associates.
Intelligence and talent are critical. But these aren't the only factors to consider. In the current day's complex business and social world, with its interconnecting spheres of knowledge, another measure of capableness has become necessary: the ability to build connections with those you engage with fairly often, whatever their role in the organisation.
The capacity and eagerness of each worker to build relationships should, to my mind, be made part of each person's job description and evaluation at performance review time. It counts not if the individual is Chief Executive Officer, a physicist concerned in launching a spacecraft, a scientist, or someone answerable for cleaning the office.
Each worker should recognize that relationship building is part of their job and an important factor in figuring out their career course.
When people are mindful of its significance in their work they will pay more attention to it. They will strive to fortify their day-to-day connections and will get advantages from the reduction in friction that flows from improved relationships. People who trust and like each other may differ on occasion but they're less certain to individualize their differences or scrap continually. When the requirement for collusion is forecasted, they'll eagerly join hands.
Each of us is actually capable of improving relations at work. It's a matter of devoting the time and effort important to do so then acting accordingly.
About the Author:
Dr. Chester Karrass is the founder of Karrass Limited, the world leader in business negotiation skills training. Enroll in a convention or learn more about Karrass offerings by clicking here.
No comments:
Post a Comment