Supervisors who don’t work well with others don’t go far. More than ever before, the ability to engage the commitment and cooperation of colleagues is vital to our effectiveness and success. In fact, it could be our most important asset
To work effectively with others we need a basic understanding of ‘what makes people tick’; but before we can understand others we need to understand ourselves. Knowing our values, strengths and limitations is the foundation of our ability to understand others and develop satisfying relationships with them.
What do you believe is important and worthwhile? What are you willing to stand up for and strive for? Knowing and acting on your values and making decisions based on them builds your integrity and self-respect. It helps you to act consistently and earns the respect of others.
Do you walk your talk?
Have you ever known anyone who says one thing and does another? A supervisor might say ‘I believe in participation and I really value the contributions of my work team’. If this same supervisor fails to listen to team members’ ideas or suggestions, their behaviour indicates a belief more like: ‘People don’t have any ideas worth listening to or valuable contributions to make’. Or a supervisor might say; ‘My team is great; I’ve taught them all they know’, yet constantly check up on them and avoid delegating work. Their actions say they really believe: ‘I can’t really trust my people and need to keep an eye on them’.
Are there supervisors hypocrites? Possibly. More often then, a conflict between what people say and what they do is due to one of three other reasons. They may really value participation and want to believe that people are reliable, but their core beliefs, on which they base their day-by-day behaviour, haven’t caught up with their values yet. Or those values might be part of their organisation’s values and culture, but not their own, and they feel pressured to claim they believe in these things when they really don’t. A third possibility is that another, stronger, value overrides the value in question; for example, a supervisor in an organisation that punishes mistakes might value participation but values staying out of trouble more, and doesn’t want to take the risk of involving the team. Either way, what they say or what they actually do don’t match. They don’t ‘walk their talk’.
People are happiest and work best when their own values and the values of the organisation they work for match. That way, it’s easy to practise what you preach. A strong sense of your own values and your organisation’s values will help you act with integrity and consistency and earn the respect and confidence of others. This is central to working well with others.
We believe that good training builds employee’s confidence and increases their value for the organisation. It saves you the time and irritation of fixing ‘mistakes’ and ‘destroying relationships’. It will save you time in correcting bad habits and to maintain a high morale within the organisation. High Performance Coaching and Training will come to your organisation and conduct in-house training that is specifically designed to meet your outcomes. We provide coaching and training to meet all levels of development within your organisation. Give us a call to discuss this further.