Archive for the ‘human relations’ Category

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SUGGESTIONS FOR MANAGING CULTURE AT WORK

Thursday, March 4th, 2010

The difficulties with culture at work!

To continue from the last blog post… so what can (and should) we do to at least improve our workplace interactions and the state of sub-cultural understanding?

Cultural Management points:

• Train individuals to understand their own and others ‘Personal Work Style Preferences’ and ‘Personality Type’ through the use of such tools as DiSC Work-styles Analysis ® and Myers Briggs Type Indicator ®.

• Improve ‘Interpersonal Effectiveness’ buy training individuals on how to manage conflicts and negotiate successfully.

• Have people understand that their ‘Perceptions of Truth’ are less important than all the parties understanding of ‘Reality’. A bit like the story of the blind men trying to describe an elephant, one believed it was like a rope (the tail) one like a wall (its side) etc. The entire elephant is the only desirable understanding.

• Constantly develop and train all members in the organization on how to improve their Communication Skills, particularly the skill of listening.

• Implement a system (develop a company culture) that gives power and rewards those that contribute to the overall company result rather than one that attaches power and rewards to hierarchical positions.

Working on “Behavioural Norms”

A final few ideas on improving the state of sub-cultural understanding in the workplace?

• Positive ‘Behavioural Norms’ such as courtesy, professionalism and ethical behaviour need to be instilled in all by the organizations leaders. A great beginning is to have all be aware of the importance of preventing escalation of conflict rather than stimulating it in the belief that a little is ‘healthy’.

• Implement ‘Departmental Purpose Analysis’ (as used in TQM) and/or some form of workflow studies to remove ‘Structural Constraints’ that hamper interdepartmental effectiveness. Everyone needs to see himself or herself as a customer or a supplier to every other department.

• Advocate open-mindedness and remind all that another’s sub-cultural perspective should not be seen as ‘good’ or ‘bad’ just… ‘different’. Combined with this the organization must ‘Educate for Understanding’ by defining and publicising each different department’s or ‘professional discipline’s’ cultural values

• Develop a focus on ‘potential achievements’ based on cooperation and constantly monitor for personal interests that are diametrically opposed to the company goals, as they will hamper progress toward the company vision and mission.

Before I finish…

If you need to move to a more an organization with a more enlightened culture perhaps you need to take a look at the free blank resume form!

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

Finally… Kill the management… A company where managers focus on…

* ‘in-company management’ that ignores outside advice and attitudes
* is building bureaucratic hierarchical structures with precise formalised decision-making power
* and is an organization of processes and strict activity control

…is doomed to constant bickering over the rightfulness of their cultural perspective and is a likely candidate to destroy its success through its narrow perspective and even its ‘bad’ cultural practices.

PS. TO LEAD WE NEED TO: INSPIRE, COMMUNICATE, STRATEGISE, SHARE THE VISION, FOCUS ON THE CUSTOMER MANAGE OUR CULTURE AND THINK OUTCOMES!

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Posted in career survival, culture at work, human relations, leadership, politics at work, success, work culture | No Comments »

LEADING AND MANAGING CULTURAL ISSUES AT WORK

Wednesday, March 3rd, 2010

As leaders we need to facilitate formal individual and structured interdepartmental interactions to provide different sub-cultures, which all organizations have, with a forum to learn of each other’s frustrations, priorities and core values. Interdepartmental teams formed to work together to develop interface understanding and solutions to cultural difficulties and opposing work priorities can be a great help. Also as the leader we must passionately discourage any behaviour that allows departments to blame each other for difficulties and insist that ‘collaborating on solutions’ is the only cultural norm that will be tolerated.

‘Cultural differences’ are not just a ‘locals’ and ‘expats’ or say an ‘Asian’ versus ‘Western’ problem; they are also a potentially destructive force between workgroups that have opposing ‘work-culture’ priorities and perspectives within the same organization.

As a priority all staff need to develop some overall ‘Business Competence’ and be encouraged to see their role as it relates to the ‘entire organization’ rather than see themselves as ‘a member of a department’ or as an individual that just swaps a narrowly focussed service based or a specific expertise for money. Individuals must develop ‘a customer orientation’, ‘industry knowledge’, ‘an entrepreneurial attitude’, ‘an operational development focus’, ‘sound company knowledge’ and particularly understand the ‘overall company financial result’ and the part they play in it.

Modern business complexity and customer demands mean modern organizations are more solutions driven than product driven. This complexity means more efforts are need to be undertaken by project teams made up of individuals from different functional backgrounds. Employees must buy into the idea that they must be able to switch rapidly from one task to another, to work with people with very different vocational training and mind-sets. Working in situations in which ‘the team’ is the responsible party, the manager only a coordinator, where all parties no longer have clear job descriptions and where all are required to work on several projects at the same time is today’s cultural norm.

Now you may not initially think this is a great problem however, imagine a meeting between R&D, who are interested in ‘long term visions, superior features, safety, the best product for the customer’ and the finance division who are interested in ‘cost minimization, immediate cash flow, long term profitability and the shareholders’. Add a representative of the sales department, ‘market share, need it now, the price has to be more competitive’ and perhaps a HR director, ‘they’re not trained, it’s too much of a stain on the staff and they’ll all leave’ and cultural issues will explode.

As leader/managers with an ever increasing mix of people from different backgrounds combined with ever increasing rates of change and the need for greater levels of specialisation, we all need to spend more time managing the cultural differences in our organisations. “It’s their fault,” is often heard in organizations where there is no individual or interdepartmental understanding. This divisiveness left unresolved will cause poor work relationships, lousy business interactions and will always translate into poor customer service.

YES YES THAT’S MY PLACE… WHAT DO I DO?

Read the next blog post coming soon!

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

Suffering in your career from a lousy culture or cultural management practices at work? Time to move on? Update your personal brand using the free blank resume form! Buy the way there are lots of career articles at orglearn management and career success!

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Posted in career advice, career survival, culture at work, human relations, leadership, management, management leadership, work culture, workplace politics | No Comments »

POLITICS AND SUCCESS IN THE WORKPLACE

Tuesday, February 2nd, 2010

Over the years many of my trainees have complained that politics in their organizations plays a greater role in career success than competence to do the job. Well that may or may not be the reality however when humans gather politics will always be an important part of the equation and our personal success and even our existence will depend on our political abilities.

As Plato puts it: “One of the penalties for refusing to participate in politics is that you end up being governed by your inferiors.”

Research shows that successful managers (those promoted) spend almost half of their work time networking while effective (do a ‘good’ job) managers spend only about 10%. When we add in time spent communicating, successful managers spend a little over three quarters of their time in what we may call “human relations activities” while effective managers spend a little over half of their time. This means to be successful only about 25% of time is spent doing ‘the real work’.

With out doubt as managers our role is to get things done through other people, so whether we seek success or effectiveness we must become human relations’ experts and I suggest, be our own best ‘spin doctors’. Wherever people are together politics will always play a part in group relations and in the interactions between individuals as each member attempts to satisfy their own needs and wants. We are all selfish after all.

So if we must all engage in the politics at our workplace how do we become more astute at the game?

Firstly we must publicize our successes. Learning how to ‘show off’ without appearing to do so can be a great asset. Try this… next time you have a win smile, whistle and dance around, show some enthusiasm… people will want to know why you are so happy and elated… well I’ve had a great day… I won this deal or I’ve cracked this problem or whatever, tell your story, (but don’t rave on, short is sweet).

POLITICS, IF YOU DON’T LIKE IT, OR CAN’T HANDLE IT… BEST BECOME SELF-EMPLOYED!

Secondly, look like a winner. View those around you that are at the top of your organisation and learn from their style. Don’t hang around with the ‘grumble group’, find out whether your company culture appreciates risk takers or avoiders, rule followers or breakers and live within these constraints. Learn the difference between form and substance, how something looks is often more important than how things really are. This even applies to dress and presentation. If the top wears dark blue suits, white shirts, red ties and clean-shaven faces you do the same. But I’ve always had a beard, my wife likes it… go work for your wife then.

Thirdly, why not make yourself indispensable. No one can do that you might say, however back to form and substance… you can appear to be. If the management believe that you can provide a service that is hard to replace you will gain a great political advantage. Example, if you have a strong relationship with a key customer’s senior personnel spend time to keep them more than just satisfied. If you are in close contact with, regulatory or government departments such as customs, tax, labour or industry, look after your contact (bearing in mind the ethics of your company). Again, if you are an astute computer operator in the IT department, fix the senior exec’s problems yourself, don’t delegate. Senior executives are too busy with the big picture to be experts in each field of the companies operation. So, pick a critical area that you have a reasonable level of competence in and make yourself the helpful expert in that field. Provide information on developments in your area and get the information to those that control your future… the bosses.

“I HAVE COME TO THE CONCLUSION THAT POLITICS ARE TOO SERIOUS A MATTER TO BE LEFT TO THE POLITICIANS” – CHARLES DeGAULLE

Politics, you won’t hate it as much if you become better at ‘the game’!

Powerful allies are important for political success. Bosses are formal leaders however all organisations have informal leaders that can come from any level of the company. Don’t ignore the informal networks in your organisation and make yourself valuable or at least a neutral when dealing with such groups and never place yourself in open conflict. Remember sometimes ‘it is better to say nothing and appear a fool than to open your mouth and leave no doubt’. Similarly avoid the fringe members or powerless individuals in your organisation. In one company I worked for they where known as ‘the lemons’, they always liked ‘the way it was in the good old days’ and proffered opinions on why everything the company is doing now won’t work. This group loves an audience, will give advice and will make friends easily. They will also laugh inwardly as they recruit another to their misery. Keep away at all costs.

Power is linked to control of resources so effort must be placed into gaining as much resource control as possible. Even secretaries know the value of the key to the stationary cupboard or how devastating they can be by holding a memo back for 24 hours. Successful politics and power are inextricably linked so if you see a chance to control any company resource (crucial contacts, physical assets, expert knowledge etc) you must take charge.

“TURN ON TO POLITICS, OR POLITICS WILL TURN ON YOU” – Ralph Nader

A final few thoughts on how we can become more successful in the critical success area of… politics.

Bosses can be a pain in the butt however in reality our relationship with ‘the company’ is no more than a reflection of our relationship with our boss (and perhaps his or her boss). When people think of working in a company in terms of ‘good’ or ‘bad’, they are trying to credit the company with possessing a ‘soul’, which it does not (and never will) have. Trying to humanise a company is dangerous and in fact borders on stupid. How we fit in our company is purely a reflection of the association we enjoy (or otherwise) with our immediate ‘superiors’. Obviously then we need to be politically astute in dealing with the boss which means we must make them look good every chance we get. To flourish we must give the bosses our full support and if they are under attack from others, always take their side. If you are seen as disloyal to your current boss you will be perceived as disloyal to all others, including those you may work for in the future. Remember bosses come and bosses go, learn from the bad and enjoy the good.

Lastly, selling rather than telling is always the preferable option. If you need engage in arguments develop the skill to remove the perception of personal desire from the conflict (even though they will always be a factor). The ‘trick’ is to frame all arguments in terms of the company’s interests rather than our own. Stick to supportable facts, use your company knowledge to negotiate win-wins and never allow yourself to be seen as placing your self-interest above that of the company… even if you are. Failing in this area will lead to your ultimate demise. Lastly, always control you emotions and think with head rather than your heart.

POLITICS: THE THINKING PERSONS SPORT!

*Link for direct page viewers return to main career success blog to check out other posts!

If you are losing the political battle at work and it is time to go to a new employer take a look at the free blank resume form as you will need it if you want to enter a new political arena!

Twelve quick tips for improving your political astuteness

Don’t publicly complain about your boss or colleagues to your co-workers or to other company divisions or departments.

Remain neutral or detached from disputes between others

Don’t become part of the “rumor mill, what you hear about others from others should stay with you alone

When others complain about a boss or co-worker, don’t further inflame the situation by adding another layer of opinion

Don’t ridicule or scoff at others particularly if they are experiencing some misfortune

Question authority or policy decisions only directly to the authority or policy makers and definitely not to or through third parties… and do it with tact and diplomacy

Remember the old communication problem that what you say may not be what the other person hears and what you hear may not be what the other person means so seek clarification and ensure true understanding of the message

When you need to make a complaint or discuss a difficult situation, focus on the situation and facts and keep the resolution of the difficulty as your goal… separate the problem from the people or personalities

Don’t speculate to others on areas you know little or nothing about

Don’t claim credit for others successes nor belittle others successes

Avoid speaking when you are emotional or disturbed by a situation, go away calm down analyze the facts and when presenting the matter or reason for your of your discontent be calm factual and brief

Avoid, groaning, moaning, whining or being a “winger”, if you don’t like something come up with an alternative and suggest it to your workmates, team and/or boss

Posted in career advice, career survival, employment, human relations, life skills, politics at work, self preservation, success, workplace politics | No Comments »

Factors affecting communication and communication’s pivotal point!

Friday, December 18th, 2009

A pretty standard list of communication barriers usually includes such items as:

• unclear or incomplete messages
• jargon or words with multiple interpretations
• disabilities and other impediments
• age, gender or sexual orientation
• relative status or respect for the sender
• lack of empathy or concern
• stereotyping or prejudice
• conditions or distance
• lack of time or other pressing priorities
• poor spelling inaccurate sentence structure
• personality traits and levels of EQ

What I believe is the the major cause of communication breakdown is our poor listening skills. Lets face it most of us are eager to answer or comment on a message and are often busy preparing our response to the first part of a message even before the sender finishes transmitting. This propensity we all seem to have is a result of our natural and evolved need to quickly assess our situation (fight or flight response) and also the brains ability to fill in the missing bits to make orderly sense of our environment.

Now to over come this central barrier is no easy task and it will take constant and conscious practice to achieve this feat. Recent studies show that the brain’s plasticity means that strong neural networks are built up over time and that they basically hijack how we behave even before we become consciously aware of how we are reacting to a particular situation. If for example you have a very talkative friend who has bored you senseless in the past there is a fair chance that not much more than an automatic yeah yeah will be going on in your head.

So how do you teach yourself to listen and absorb (even to people you may have found boring in the past) what may be very useful information. Well some tell me I am a fairly abrupt person and perhaps one of the reasons is that I either tell or sell the other party on how to speak to me so I can listen more effectively. For example I have one friend that I just say to “you talk to much, slow down take a break and let me think about what you have said”. If the person jumps in again I just talk over them until I have finished my point.

Now what I have suggested above is considered as pretty rude however my friend is being trained on how I need to be treated if he wants to communicate with me. I may lose a friend however what value is a friend who prattles on in your ear at every opportunity and just wants to dominate every situation.

Obviously this technique wont work with say your boss however the principle is correct. You can train bosses to give you information in lumps you can digest and at a speed you are comfortable with. The two best methods for doing this are asking questions which shows interest, slows down the prattle, gives direction and helps you build the information you need from the conversation. Remember the person who asks the questions controls the conversation.

The second great technique is to summarize what the other person says. This also shows you are listening (and forces you to do so), builds empathy and helps you control the rate at which the sender is transmitting information. A great way to do this is to say “just to confirm that I have got you meaning can I just summarize your points so far”.

The other point is to resist the temptation or habit of preempting what the other person is saying and being patient enough until they finish speaking to ensure you are getting the whole message. Stop just hearing, plotting a response and blabbing out some verbal garbage. If you practice waiting you will develop a different neural network pattern that will assist you in becoming a better communicator.

So if you want to improve your listening skills and hence your communication skills next time you’re in a conversation say to yourself… “wait – focus – summarize – question”. It is also as you are practicing these skills to take notes for important conversations.

Two other things; it usually doesn’t hurt when talking to others to tell them your working on improving your communication skills and secondly to let them know how or by what method you are going about it.

Interpersonal relations and how we communicate with those around us are the most important facets of our existence. Therefore I repeat… if you want to succeed as a human being this effort to learn a ‘new’ way to communicate, as difficult as may be, is still a most worthwhile enterprise.

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

Communication factors never going to improve with your boss? Time to communicate with someone more receptive? Take a look at the free blank resume form!

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How To Build Trust in Organizations with Peers, Colleagues and Bosses

Sunday, November 8th, 2009

Trust is an essential part of leadership and being trusted is of course hard to achieve whilst losing trust is easy to do.

The elements of trust and actions you must take to be trusted.

In your communications be specific and direct. Don’t avoid the “elephant in the room”, bring issues it to the fore early and often. If problems are occurring or others are not performing as you wish let them know with tact and in private. Use a calm and logical approach to your communication and avoid abruptness.

Share credit with those that assisted in wins you have had, even go to the point of slightly overstating their contribution or as someone said “when in doubt, share”.

Resolve issues or solve problems through direct communication at with person causing the difficulty, don’t bring in the boss or others. One to one is best.

If you are doubtful about your role in a project or proposed work related activity, tell other stakeholders of your concerns upfront. If other duties and work issues overtake you when engaged on an ongoing commitment, advise of the difficulties you are having, or going to have as soon as you believe problems will occur.

Spend non-work time networking with your colleagues, don’t just wander off alone during breaks and always be involved in any volunteer activities your organization sees as worthwhile.

Don’t ask loaded or rhetorical questions, ask only “non-assumptive” questions with couching them in any “spin” or as a way to push some secret agenda.

Make only promises you can keep and if events overtake you admit it don’t avoid the issues.

If your organization has a formal lines of authority responsible for particular tasks or to resolve issues don’t step outside the existing system and practice full disclosure of facts and potentially useful information.

Admit to your mistakes and never rope others into your problems, don’t try to share the blame by pushing your real difficulties onto, or by finding fault in others. NEVER discuss (read gossip) about another employee or department particularly if they are having difficulties… NEVER gloat or demonstrate that you are enjoying the demise of others.

Be on time, make decisions, don’t procrastinate and show the strength of your self-belief and character by being willing to be wrong and live with the consequences.

Don’t scoff at another’s opinions or efforts and add support to those in difficulty. Always look at the positive intent of risky approaches to new ways of doing things and if asked honest opinions or advice with support for the fact that others are willing to try a new approach.

Have enough self-control (and demonstrate it) to overcome immediate or short-term feelings in the interests of maintaining ongoing and long term associations.

Public communication and behaviour are a small tip of a very large personal iceberg of values and belief, be willing to question your belief system and grow as a person. Don’t dogmatically stick to what you were indoctrinated with as a youngster, be will to change your perspective.

TRUST IS ESSENTIAL FOR LEADERS

The following is a list of words that others need to be using when they describe you if you are to gain and maintain their trust;

committed, confident, fearless, communicative, predictable, reliable, correct, forgiving, clear, factual, unbiased, respectful, reasonable, confidential, contributing, even, defining, accountable, interested, calm, resolute, tactful, sincere, frank, listener, patient, answering, sharing, fair, timely, honest, decisive, neutral, competent, consistent, explicit, responsible, transparent, close (near), willing, collaborative, accurate, graceful, helpful

KNOW HOW YOU STAND? WHY NOT ASK YOUR FOLLOWERS TO RANK YOU (ANONYMOUSLY) ON A SCALE OF 1 TO 10 OR USE THE “NEVER/SOMETIMES/MOSTLY/ALWAYS” GRID FOR EACH WORD AND SEE HOW YOU DO!

The longest sentence I have ever written… trust me!

The trust sentence…

To be trusted followers need to understand your intent and believe they can find a worry free, suspicion-less, environment where they are not taken for granted, their faith in the leader is confirmed and supported by a consistent track record, where mistakes are forgiven, miscommunications and misunderstandings are corrected, beliefs, differences and privacy are respected, sweeping opinions based on assumptions or stereotypes never occur, fear of loss is minimized, being betrayed or feeling burnt does not happen, abruptness, shock, knee jerk, emotional reactions, cynicism or anger are not permitted, vulnerable and naïve people are protected, solace is freely given, they are never disabled, over-reaction does not occur, they are never categorized, forced or excluded through prejudice, avoiding or omitting truth or facts is not permitted, interruptions, restlessness, frowning, negative gestures are discouraged, success, action and effort are acknowledged and credit given, neutrality, togetherness, flexibility, directness, informative, non-assumptive opinions and perspectives are sought by a leader who keeps promises, is willing to be wrong, extends themself, overcomes short-term feelings, avoids harming others, shows trust, risks being let down, makes amends and who also promotes, togetherness, closeness, full disclosure, open dialogue, speaking the truth, does what they say they will do, doesn’t do what you say they won’t do, develops others and their ideas, able to have fun, seeks solutions to problems, win/win agreements and closure and lives up to followers expectations through thoroughly understanding that power equals responsibility.

Phew… get me a headache tablet!

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank, trust me it’s a good one to start with :-) resume form!

A final thought on trust… always seek win/win solutions. Understanding the elements of trust and being able to sincerely build trust is essential for effective leadership. Trust me!?

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Posted in building trust, career advice, communication, human relations, leadership, life skills, management, management leadership, trust | 1 Comment »

Four more Key Competencies for People Leading People at Work

Wednesday, October 7th, 2009

To round out this series on competence the four ‘final’ people oriented competencies defined through our teams research.

ORGANISATIONAL COMMITMENT

A) Understands and follows the organization’s ethical rules, policies and regulations and works actively towards its vision, mission, goals and aspirations.

B) Shows concern for the image of the organisation and talks positively about the company, its personnel, objectives and goals.  Helps and cooperates with others to ensure the best possible results.

C) Actively seeks knowledge about the organisation’s, values, systems, products and personnel and particularly the relationships of own work unit with other work units operations.

D) Is prepared to set aside personal priorities and willingly strives to achieve the organisation’s overall vision and mission in addition to his or her own work units goals, objectives and strategies.

LANGUAGE SKILLS (A MODERN REALITY)

A) Speaks and writes own language at a high level and can verbally communicate in at least one other relevant language at a competent level.

This is a minimum requirement however if individuals truly want to excel in the international business arena and globalized economy it will be reasonable to expect them to achieve B, C and/or D below.

B) Speaks and writes and fluently at least one other regional language/dialect.

C) Speaks and writes fluently at least one other appropriate foreign language.

D) Speaks and writes fluently in at least two other appropriate foreign languages preferably assuming English as “mother tongue” one Asian language (Chinese or Japanese) and one European language (Spanish or Russian).

AN EXPERT LISTENER

A) Is attentive.  Displays an interest in matters being discussed without being distracted by mechanical/electrical communication devices.

B) Asks appropriate questions and summarizes other points or statements to clarify meaning and confirm understanding.

C) Has developed skills of hearing, interpreting and understanding and is able to use appropriate gestures, body language and verbal responses to signal understanding.

D) Able to maintain attention for long periods and is able to avoid preconceived ideas and feeling about a topic or the message sender.

AN IMPACTFUL PERSONALITY

A) Has a high level of personal energy and a happy disposition and is readily listened to and respected by others.

B) Has a high level of personal confidence and presents a positive posture, bearing, mannerisms and communication styles.

C) Presents logical arguments soundly based on facts, knowledge and proven experience.

D) Is a recognised leader and or expert in his field and able to command respect amongst people of high calibre in both his/her own and other fields of expertise.

Competence modelling and development is one of my areas of expertise and I have only covered here (and in number of the past few article posts) the “people oriented” side of the equation. I have not posted on either the basic work/job competencies or customer orientation needs. If you need help with this type of analysis please contact me through the website.

ps For other blog posters: If you blog or post articles you can get paid for them, below is a great way to become your own media boss and make some money whilst increasing your blog or site’s exposure.

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I’ve looked at a lot of stuff on the net however this is one of the best programs I have found! More bang for your buck as they say!

Ric-orglearn

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

pps: While you’re here take a look at the free blank resume form and perhaps you can insert some new competencies in your resume!

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Posted in career advice, communication, employment, finding managers, human relations, inspiring staff, leader selection, leadership, life skills, management leadership, success | 2 Comments »

OCC staff: Its not Me and Pauli its Pauli and I Interpersonal Relations and Leadership

Monday, October 5th, 2009

Yes well perhaps it just modern speech in the case of OCC staff… or is it maybe a verbal symptom of a very selfish attitude… me first, me first…

Three more desirable personal competencies for modern leadership, or for just being a better team member for that matter!

INTERPERSONAL UNDERSTANDING

A) Shows respect and concern for the beliefs and feelings of others and is prepared to accommodate those attitudes within the success operation requirements of his/her work unit.

B) Recognizes that individual’s abilities and capacities differ and makes appropriate allowances, assumes nothing, coaches where needed and permits different approaches to tasks without losing sight of the organization’s requirements.

C) Demonstrates the skill of a good listener and correctly interprets the message and seeks to understand the unspoken or partially expressed thoughts of others by asking for appropriate clarification.

D) Varies the strategies and communication styles to suit the situations and people involved and is able to accurately judge mood, character and capacity of those around him to ensure understanding and acceptance of his position and attitudes

HUMILITY

A) Acts and presents him/herself in an appropriate business manner (including dress and grooming) when representing the company and is not prone to making boastful and outlandish statements.

B) Shows respect for those with legitimate authority at all times and if is in disagreement with decisions uses tact and diplomacy to resolve issues.

C) Publicly acknowledges the contribution of others when being rewarded for good efforts, successes or results.

D) Is prepared to put the well being of colleagues, team and/or company before one’s own chance of reward.

INFLUENCE

A) Explains the overall vision and mission factors and big picture reasons and logic behind the decisions taken that affect others.

B) Directly persuades others by appealing to reason, data or the other person’s interest and motivation in a discussion.

C) Has undertaken relevant education or training or had experience that supports credibility and is able to associate effectively with own work group immediate superior and colleagues.

D) Able to have others make a commitment and take action by socialized use of the “five bases of power” and forms coalitions and networks to build support for ideas.

As for Paul Senior… perhaps you need some serious help!

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form! Now how would you fill out a resume if you were applying to OCC, which competencies would they be looking for?

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Posted in career advice, choosing managers, communication, ego states, employment, human relations, inspiring staff, leadership, life skills, management leadership, success | No Comments »

Three Leader Behaviours for Competent People Oriented Management

Wednesday, September 30th, 2009

DEVELOPS OTHERS

A) Creates and provides opportunities to allow staff to invest the appropriate amount of time to ensure personal development.

B) Uses the Performance Management System to cultivate and develop employee talent.

C) Actively undertakes personal development discussions with subordinates and encourages them to participate in appropriate learning activities.

D) Analyses individual strengths, weaknesses, plans and implements development activities. Matches people’s activities to developmental goals and bring out and expand individual potentiality.

DIRECTIVE

A) Gives adequate directions and inform requirements clearly without going into unneeded details.

B) Uses legitimate authority to refuse unreasonable requests and limit behavior of others to what they can or cannot do.

C) Insists on compliance to his/her instructions in order to maintain agreed set standards.

D) Willing to confront others openly regarding required standards of performance. Institutes corrective measures for non-compliance.

EMPOWERS OTHERS

A) Demonstrates confidence in others ability to accomplish given tasks and recognise people for their ideas and shares decision making with others in work group.

B) Encourages direct staff to own their jobs and rewards ownership behavior.

C) Offers help to the empowered person without removing authority.

D) Gives others the authority to determine what to do and how to do it.

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

Looking for a leadership position, look at the free blank resume form and include some of the competencies listed!

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Posted in career advice, choosing managers, human relations, inspiring staff, leader selection, leadership, management, management leadership, success | No Comments »

People Oriented Management Competencies and Working With Teams

Friday, September 18th, 2009

TEAM LEADERSHIP

A) Communicates clearly the team goals and systematically monitors standards and controls the progress of the team and individual members. Listens well to the opinions of members.

B) Leads by example by adhering to agreed rules, regulations and standards of behaviour in general and particularly those set/agreed by the team.

C) Uses sound principles of human relations to establish strong commitment among work group members to achieve team objectives. Maintains and enhances self-esteem of members and rewards good performance.

D) Understands the changing stages of team development and is able to fulfil the relevant roles of each stage. Encourages others to perform well by empowering them.

TEAM PLAYER

A) Supports team decisions willingly. Does his/her share of work, updates team members on group process, shares useful information.

B) Speaks of others positively. Expresses positive expectations of others. Shows respect for opinion of others by using reasons as basis for decisions.

C) Gets ideas/opinions from others to form plans, values input. Willing to learn from subordinates and colleagues. Takes action to increase co-operation among others.

D) Gives credit in public to those who performed well. Makes those who have performed well feel important. Resolves conflict and protects group reputation. Promotes friendly climate by providing situations for positive interactions and promotes a group identity.


TRUSTING and TRUSTED

A) Openly accepts instructions without an undue level of questioning. Readily accepts the advice of procedure/technical advice of qualified personnel in areas on expertise or legitimate authority.

B) Allows others to perform work without over supervision and follows up in an appropriate manner.

C) Looks for reasons to accept ideas/propositions by seeking relevant feedback rather than reasons to refuse without due consideration.

D) Believes in the organization’s commitment to his/her personal well-being and is willing to influence others to believe the same.

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

Thinking of changing jobs take a look at the free blank resume formit has resume example statements you can edit!

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Desirable Personal Qualities for People Oriented Managers

Wednesday, September 16th, 2009

Three more desirable qualities for those that want to excel at being people oriented managers or leaders:

RELATIONSHIP BUILDER

A) Communicates effectively with those around him/her.

B) Understands and practices the principles of good human relations.

C) Regularly contacts those people critical to his/her personal and work success.

D) Shows genuine interest in the well-being of others and knows how to achieve a balance between being determined and diplomatic.

RISK-TAKING

A) Willing to take basic decisions with acceptable chance of success whilst relying on past experiences, readily available information and company guidelines.

B) Understands own strengths and weakness in any given situation and demonstrates a willingness to go into unknown areas relying on past experiences.

C) Effectively analyses returns for risk potential and commits resources in the face of uncertainty for better results.

D) Able to evaluate situations from different angles under different scenarios over the longer term and convince those in authority to take calculated risks to achieve higher potential outcome.

SELF-CONTROL

A) Resists the temptation to digress from task in hand and can remain focussed.

B) Absorbs heavy work pressure without adverse effects on his/her work performance.

C) Able to cope in the face of uncertainties and takes criticism about performance in stride.

D) Maintains his/her calm and composure in the face of conflict within the work group and resists becoming involved in the escalating tension.

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

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