In the previous 2 segments of this conversation,
we went deep into the concept and role of relationships & trust in the
context of a modern workplace, and understand the concept of what it entails.
We also examined the nature of workplace relationships in the light of the
modern organization, and the modern survival of the fittest syndrome, before
moving on to tactical aspects of this question – that is implementing them in
the real world, wherein I confronted the panel with the simple questions – can
it be really, truly achieved in the modern world? In this concluding segment, we look at these aspects
: survival, vertical relationships, inter-function / department
relationships, external stakeholders,
and going onto the most basic of all : ethics, values of an organization, and
the need for them.
My personal thanks to both the panelists, for
their candid responses, which also served to kindle hope and build confidence
in the reader as well as myself with regard to this approach being doable. We
are living in a world where the “I” trumps the “We” 7-8 times out of 10; in
such as atmosphere, especially in an overall background of erosion of trust and
escalation of stress in the modern workplace, this conversation proved to be an
eye-opener. You will note that the
answers are generalist in nature; the reason for that is simple – there is no
ready solution to this conundrum that confronts us, as it concerns
organizational values, personal values, organizational culture and norms and
the entire business case of the organization. Thus, there can only be concepts,
guides and pointers, on which each of us has to build his or her own story of
success…
Q 16: What do
you say about building positive relationships in between functional in a
department, and in horizontal layers?
MK: Building positive relationships is today not an
option. It is an imperative. There is a lot of conversational intelligence or
C-IQ that needs to come into it. This will dissolve barriers and build
rapport The most important thing to
inculcate is an abundance mindset, that there is enough scope for everybody to
grow, that the progress of one does not block the progress of another.
RD: There is a quote "For one to win, other
person need not to loose". We need to build a culture of "positive
intend in building rapport" with everyone - horizontal layers and
functional department. We need to remind ourselves at each level of
organization; " organization is made up of people" and they with the
positive intend can build positive relationship.
A lot of work at the ground level is required. We
need to make the tools available which can help to build positive relationship
to each one of them. How this can be
done is awareness, realization and "Practice, Practice, Practice".
Q 17: The most stressful of all is the vertical relationship – how do
you build that foster the right environment? What are the clear advantages of
this?
MK: To cement the virtual relationship, there are
two things that need to be addressed at once. The seniors need to convey to the
juniors that they believe in them. The juniors need to demonstrate that they
are worthy of trust It needs to be demonstrated to the leadership that the team
is working in the interests of the organisation. They will be then trusted more
and given greater autonomy.
RD: Stress is only a reason of "Focus"
shift. The moment the focus of the neuron shift, psychology of the individual
shifts. if you are tired or stressed and you meet your old friend or talk to
your old friend, you start thinking differently. The reason is
"Trigger" in your mind. The moment you meet/talk to your friend; your
mind at the auto level shift unconsciously, put you in past experience of
rapport, shift your language, shift your physiology and focus in entirety. It
also has a direct effect on the outcome of sensory acuity.
If we can build more and more better relations at
work, we can actually set those triggers which can help in improving
organizational productivity too.
Q18: What
exactly is a healthy workplace relationship, in practical terms, beyond the
aspects of trust etc? How can you explain this concept to an audience brought
up on survival of the fittest?
MK: In practical terms, a healthy workplace
relationship is one that is giving the best results because of the level of
rapport and understanding that has been reached. In the survival of the
fittest, it is packs that survive. Loners do not stand a chance however strong
they may be.
RD: A healthy workplace relationship is a place
"where anyone would love to connect with people unconsciously at the
higher energy levels". A place where everyone understand each other mind
maps, respect perception, utmost forgiveness and high acceptance. In a layman
language, if a person would like to get up, and reach his workplace as he/she
enjoys being with the relationship at work, we reach there.
People at "Survival of the Fittest" can
also choose to be strong by using certain powerful tools to build relationships
like leading and pacing, rapport building, matching with the positive intend,
modelling at the capability and belief levels. Everyone and anyone can win with
the powerpack "Relationships".
Q19:
Relationships with external stakeholders : how are they different from internal
ones - and is the process of building trust different in such cases?
MK: With external stakeholders there is a need to
demonstrate all the time whereas internally there may be many things tacitly
understood Numbers make a huge difference to external stakeholders whereas
actions speak for internal stakeholdersIn dealing with external stakeholders,
the communication needs to be crystal clear. A lot more emphasis on numbers and
the written word is needed in the case of the external stakeholder as compared
to internal ones
RD: I feel there is a difference between internal
and external stakeholders. Its like "Internal stakeholders can be
considered as family and external stakeholders can be considered as
guests". Now as you are living with your family, you know your family in
and out. Building relationships within internal stakeholders (family members)
becomes a foundation "Roots of the tree". These nurtured roots
together can definitely build a better relationship with external stakeholders
(our guests) which then supply productive fruits.
The process of building trust with external
stakeholders is dependent on - knowledge
and importance of trust within organization and individuals, building trust
with powerful tools at a higher frequency intervals, keep building internal
stories of relationship and many more such techniques can evolve much better
external stakeholders relationships.
Q20: Is there
a link between a healthy workplace relationship, organisational culture,
organisational development and ethics, values?
And can this form a part of the organisation's mission – or core tenets? If so,
how?
MK: They are all interlinked and are essentially
driven by core values A healthy workplace relationship builds a healthy culture
and results in healthy organisational development A healthy workplace
relationship happens when ethics and trust are in place. Ensuring this should
actually be a part of the organisation core values
RD: I strongly believe everything starts with the
values and value hierarchy. If the organizational topmost core values is
"Relationship- Connect"; this has a higher impact on the culture of
the organization. Culture defines the "Ice-Berg". The tip of the Ice
can only be made strong with the depth of the values we follow.
Let's take a simple example If my value is health
- I as an individual will always focus on the right food to eat; mind would
keep it at the trigger point and constant focus on it. If I don't do that, in
long run, I as an individual will not be in match with my own value and that
would lead to conflict within. The more and more I focus on value
"health" , the more and more I achieve.
This goes to organization "The more and more
an organization focus on "Healthy relationship" as a value; the more
and more they achieve. Higher productivity, higher results, higher
self-satisfaction.
How it can be build - The realization has to come
at the top leaders levels and then follow through. Let's build a culture of
"Healthy Transformed relationships" with acceptance. PRACTICE,
PRACTICE, PRACTICE - each day with open heart to achieve a much better life and
a great workplace everywhere.
This dream certainly be true.
CONCLUSION
Can it be
done? Earlier, I would have said yes, but very hard to achieve. But after this
conversation, my response is – yes, it can be done. Sure, it will be hard; there will be obstacles,
there will be problems, there will be genuine business case questions that also
arise from this strategy, there will be roadblocks. But it isn’t as hard as it
seemed to be; it is just a question of
perseverance, belief and proper execution of the plan – which needs to be
practical and robust.
In future articles on my blog, I propose to look
at a realistic organizational scenario and try and craft an execution strategy
for the same, basing it on one of my real experiences {with names changed of
course}. Turning a vehicle when it is running at 60kmph requires space and
radius, as well as proper use of brake and clutch. Same is the situation here –
we are trying to introduce trust, transparency, healthy relationships while
retaining competitiveness, in a background of I me myself, and lack of mutual
trust and respect. That will require forethought, and proper tactical
execution. As we will see in future articles, even one or two people can cause
the strategy to fail… having seen one real case in the real world of a major
shift in strategy… and yet, for a time, we did succeed. This interchange, and
some others on linkedin, have pointed me to the core of the problem : The Organisational Culture, Values, Beliefs
and Norms; Personal Values etc; Trust, Transparency, Self-Belief : The soft
skill sets that need to compliment the hard skills of competitive ability, core
competency in the market, the 4Ps, etc…
Comments
Post a Comment