Managing Relationships in the Workplace

1. Managing Relationships in the Workplace www.relationships.com.au

2. Why worry about “relationships” in the workplace? www.relationships.com.au

3. Relationships in the workplace are being affected by our relationship with work * work is becoming more than a way of earning a living* the meaning that is attached to our work is adding to expectations and outcomes in the workplace

4. Relationships at work Working Relationships www.relationships.com.au

5. WHAT MAKES YOUR JOB WORTHWHILE? • My company / organisation is working productively and profitably • I am rewarded for my efforts at work • I have a good relationship with my colleagues • I get on well with my supervisor / boss

6. WHAT MAKES YOUR JOB WORTHWHILE? Research by accirt (University of Sydney) shows that the three top things nominated by employees are: • Worthwhile and interesting work • A good relationship with your supervisor • Good relationships with workmates/colleagues www.relationships.com.au

7. “Quality working relationships represent the central pivot on which excellent workplaces are founded.”acirrt working paper 2003 www.relationships.com.au

8. WHAT PEOPLE SAY CONTRIBUTES TO THEIR WELLBEING AT WORK • I know what is expected of me at work • I have the materials and equipment I need to do my work right • At work, I have the ability to do what I do best every day • In the last seven days, I have received recognition or praise for doing good work

9. WHAT PEOPLE SAY CONTRIBUTES TO THEIR WELLBEING AT WORK 5. My supervisor or someone at work seems to care about me as a person 6. There is someone at work who encourages my development 7. At work, my opinion seems to count 8. The mission / purpose of my company makes me feel that my job is important

10. WHAT PEOPLE SAY CONTRIBUTES TO THEIR WELLBEING AT WORK 9. My associates / colleagues are committed to doing quality work 10. I have a best friend at work 11. In the past six months, someone at work has talked with me about my progress 12. This last year, I have had opportunities at work to learn and grow

11. Why do HR people get “dumped” with this stuff?How can you do it better, plus help others to do it better? www.relationships.com.au

12. 1. HR Strategy * Policies and procedures* Clear roles/responsibilities* Induction into work culture and expectations 2. Principles for high performance work relationships 3. Interpersonal skills GETTING WORKPLACE RELATIONSHIPS ‘RIGHT’ www.relationships.com.au

13. Policies and procedures cannot by themselves create positive working relationships. You need skilful PEOPLE to do that. www.relationships.com.au

14. EFFECTIVE WORKING RELATIONSHIPS Think about the best working relationships you have experienced • What were the characteristics of these relationships that made them work well? • What effect did this have on you and your work? www.relationships.com.au

15. HOW DO WE DEVELOP EFFECTIVE WORKING RELATIONSHIPS? • Shared values and goals • Clear expectations of each other • Respect and trust • Understanding yourself and the other person • Good communication • Managing differences and conflict www.relationships.com.au

16. High level interpersonal skills enable us to:-a. Deal with difficult situations and difficult people in the most effective wayb. Create effective working relationships and high performing work environments www.relationships.com.au

17. Key ingredients for effective workplace relationships • Openness and ability to understand others • Listening • Expressing yourself clearly • Asserting your needs • Giving and receiving feedback • Resolving conflict • Managing emotions • Being able to stand back and see the patterns www.relationships.com.au

18. Hotspots in work relationships1. dealing with emotions2. giving/receiving feedback 3. dealing with complaints and conflict www.relationships.com.au

19. WHAT DO PEOPLE BRING TO WORK WITH THEM? www.relationships.com.au

21. WHAT DRIVES EMOTIONS? www.relationships.com.au BEHAVIOUR FEELINGS THOUGHTS NEEDS

22. WHAT CAN YOU DO? • LISTEN! • Empathy with boundaries • Appreciate the limits of responsibility • Encourage self responsibility of meeting needs • Move on to dealing with the issue constructively www.relationships.com.au

23. GIVING AND RECEIVING FEEDBACK www.relationships.com.au

24. WHATIS YOUR BIGGEST BARRIER TO GIVING FEEDBACK TO ANOTHER PERSON? • I don’t want to upset the other person • I am afraid I’ll sound too critical • I’m concerned that they won’t like me • I try to avoid conflict at all costs www.relationships.com.au

25. Getting feedback right • the right person (giving feedback) • the right person (to whom feedback is being given) • the right time • the right place www.relationships.com.au

26. violence retaliation CRISIS formal action provocation TENSION threats formal complaint issues linked MISUNDERSTANDINGS others involved selective perception argument INCIDENTS blame anger OVERT complaint whinge DISCOMFORT sabotage non-cooperation COVERT rumour gossip Escalation of Conflict www.relationships.com.au

27. Responding to Complaints • Acknowledge the situation • Work with differences • Use a flexible approach to influencing people • Identify and build on common ground • Tap into intentions / willingness to learn • Lead by personal example www.relationships.com.au

28. WHAT ABOUT ONGOING CONFLICT? • Conflict is a more general state of negative feelings about another and their behaviour • Conflict is often disguised as a dispute about facts, incidents or events, behaviours – it looks like it can be resolved by investigating and clarifying • Key to managing conflict is to understand that it is about feelings not just facts www.relationships.com.au

29. TRANSFORMING CONFLICT • Understand the past – what issues or incidents precipitate disputes and factors that lead to ongoing conflict • Appreciate the present - how people have been affected by the conflict, what are the consequences • Focus on the future - an action plan for repairing the harm that has been done and what will happen in the future www.relationships.com.au

30. www.relationships.com.au