Why not do something about it this week?

Let’s come up with some time effective things that you can do to improve the rapport with someone you work with.  It could be your boss; it could be one team member who’s not really on board, or it could be a client or co-worker.  It’s up to you.

Have you got a person in mind?  Good.

First step is to think about what sort of work and communication style that person has. 

·           Are they a fast talker – get straight to the point?  Do they like to be in control? 

·           Are they someone who’s very talkative and energetic and enthusiastic? 

·           Or are they someone who is very steady, very careful and very conscientious, a good team player and a good listener.

·           Or, the fourth work style, which is someone who’s very careful, asks lots of questions, attention to detail, a good thinker.

What points of their work style are different to yours?  Because sometimes it’s the difference in these work and communication styles that can cause a bit of friction or conflict in the workplace.

Do you know what that person’s strengths and weaknesses are?  What are the things they are good at at work and what are the things they are not so good at?

Chances are it’s the things they are not so good at are the things that might be frustrating you.  Perhaps because you’re good at those particular skills.  This means you could have a good complementary work relationship, but it might be a bit frustrating for both of you at times.  Particularly, if it’s one of their blind spots - things you can see they’re not so good at, but maybe they’re not aware of.  

Finally, the last thing to think about is what are that other person’s priorities? And even what are the things that worry them about work that might keep them awake at night?

If you are aware of these you might be able to start gaining some understanding or perspective of what they have on their plate.

Now, this might sound like a lot of work for you to take on, but the good news is if you take some of these steps in that direction and build rapport most cases you find that other person reciprocates and your work relationship improves very quickly.

So why not give it a try and let me know how you get on.

This week in the every Tuesday Club Aleen Bayard discusses Emotional Intelligence. 

Emotional Intelligence typically has five components:

1.     Self Awareness;

2.     Self regulation or control;

3.     Motivation;

4.     Empathy; and

5.     Social skills.

Why are these important to those of you in leadership?  Because there has been a direct correlation between those leaders who show great emotional intelligence and the impact on the culture or climate of an organisation.  In a positive climate, employees are more engaged, do a better job and that leads to better customer service.  Better customer service equates to stronger profits.

So how can you become more emotionally intelligent?  Probably by getting a handle on what we call ‘self regulation’.

Think of a situation, either a person or a condition at the office, where you tend to lose your cool.  Next time bite your tongue.  Take a deep breath.  Think about your behaviour in public and choose another time or place to vent your anger.  That will immediately score you higher on the Emotional Intelligence Quotient. 

This is an important subject for all leaders to understand and demonstrate in the workplace.

Practice ‘self regulation’ this week and see what a difference it can make.

If you haven’t taken the opportunity to sign up to the Every Tuesday Club with MBE (Management & Business Education), then do so today by going to www.buseducation.com.

This week in the every Tuesday Club I talk about how as a leader or manager at work, you need to think about what perception you create within the team and in the workplace.

Let’s look at the impact of your behaviour and appearance at work.

The first thing you need to do is decide what sort of leader you want to be.  Write down 3 words you’d like your employees to use to describe your leadership style.

During the week think about the things that contribute to your image as a leader and manager in your workplace and compare them against those words.  Make sure you are delivering a consistent perception.

The things you need to think about are:

1.     How you say things – What language do you use?  How do you speak?  Is it a consistent tone of voice?  Are you loud?  Are you abrupt?  Are you patient? 

2.     How do you behave?  Do you move quickly around the office, looking in a fluster? Or do you walk slowly and calmly?  How do you act at meetings?  How do you talk to your team?  How do you talk and act with clients?

3.     Your work area or office – How does it look?  Is it untidy? Is it organised?  Is it clean?  Is it cluttered?

4.     Are you responsive and accessible to your team?  Or are you difficult to get hold of?

5.     Your personal appearance – How do you dress? How tidy are you?  Your cleanliness? Are you casual? Are you formal? 

These are all things that say something about you as a leader and a manager.

So during the week think about those 3 words, review the list and see if you can project a more consistent image as a leader.

Let me know what behaviour or appearances you have noticed about yourself and what you will look at changing.

If you haven’t taken the opportunity to sign up to the Every Tuesday Club with MBE (Management & Business Education), then do so today by going to www.buseducation.com.

This week in the every Tuesday Club I discuss Generation Y and how they differ from previous generations.

So who are Generation Y?  They are people born between 1980 and 1994.  This means they are now between 15 and 29 years of age.

Managers are telling us that in the workforce these people are quite difference to previous generations and as time goes on Generation Y is going to make up an increasing proporation of our workplace.  So we need to learn how to attract them, retain them and get them to perform in our organisation.

Managers are often telling me that they are not loyal, that they don’t have the same work ethic.  They do have a work ethic, and they are loyal, it’s just that they differ to previous generations.

Generation Y:

§  Seek meaningful work opportunities

§  Want small rewards regularly, rather than large rewards annually (“reward me now and then I will work hard”)

§  Want regular feedback and recognitions from leaders for their motivation (instance gratification is their expectation)

§  Want to know what is going on – where the organisation is going and they want to contribute to this

§  Do not like to deal with failure – a blown culture in an organisation or team will drive them away

§  Seek work life balance

§  Are highly mobile and will move employers to find the opportunities they seek

§  Want life study or volunteer work to augment work

§  See social responsibility as a business imperative

§  Seek a balance of autonomy and support

Have you got any Generation Y working for you.  If so, what are you doing to retain them and reward their performance?

If you haven’t taken the opportunity to sign up to the Every Tuesday Club with MBE (Management & Business Education), then do so today by going to www.buseducation.com.