Collaboration in the Workplace:- Repeated delays, personal phone calls to the office, indiscretions, bad behavior towards a client, a colleague or even a superior, inappropriate language or dress … the grievances a manager may have towards his colleagues can be many, more or less subtle and different degrees of importance!
While some do not put the company at risk, it is nevertheless essential for any good manager to express his dissatisfaction with these hiccups and to take stock without delay. Indeed, postpone the deadline could result in a negative escalation and lead to a conflict much more difficult to manage, the two parties being frustrated (well … especially on the side of the manager … the manager is not necessarily aware of his pellet…).
By nature, the human being is hostile to conflict. Some have a habit of postponing any explanation to later. What, we have just seen, does not generate anything good…? We all tend to think that to be appreciated; we must be friendly, understanding, peaceful…
But in some positions, constructive criticism is synonymous with respect and competence. This is the case for positions of responsibility, especially those that generate the management and management of employees. However, I insist on the word “constructive” because I already hear some think (loud and clear) that a manager must necessarily criticize his staff – after all, he is the leader, the authority … the guarantor of the … it is he who decides!
Collaboration in the Workplace | Crop a Collaborator
Some executives, surfing on the wave of the management in the American way, in particular, base their management of the men in part on this belief. Employees follow their leader sometimes with their eyes closed, because the latter advocates good ideas, distils the right orders and promises a future they see much better. In fact, for this to work, it is however essential that the manager in question has certain skills. In other words: it is a good minimum … But that’s another story!
Especially in the United States, the mobility of workers has always been commonplace. We easily leave the ship to embark on another more attractive and we also do not hesitate to suggest to a collaborator that we do not feel the height or image of the post to go elsewhere … Can Will it be the subject of a future ticket … Oh intercultural management … a whole program!
Let’s go back to our preoccupation of the moment…
For the smooth running of things, the progress of everyone, the conduct of projects, but also for the good atmosphere in your service, you must make your subordinate understand that he must change his behavior a little. You will also need to make sure that he understands the message and makes sure it does not happen again.
An Unambiguous Statement to better Build
Here are some tips and advice to keep in mind when reframing is needed:
- Do not react hot. Unless the situation requires it. In which case, it is necessary to apply some basic rules: breathe, do not get angry, report the facts objectively and have this statement validated by the person involved, impose, better: to implicate the wrongdoer, as for the repair of the incident, then set a meeting cold to take stock more serenely.
- Prepare the crop carefully. The latter will most often take the form of an interview between you and your collaborator that you have taken care to prevent. Nothing worse than being put on the wall!
- During this meeting, do not forget his skills (without doing too much). You will need to welcome your collaborator and recall the facts.
- Be clear about what you blame. Weigh your words – it’s useless to belittle your subordinate and push him a little deeper – and tell your associate very explicitly what you expect from him in the future rather than what has hurt you. In two words: be constructive!
- Practice active listening by letting the offender express himself and making sure that the latter is receptive! If your goal is for things to go smoothly and as you wish, it is important that everyone can express themselves freely and hear what the other person has to say. This will facilitate the continuation of the relationship and will contribute to the establishment of a climate of trust.
- Make sure that your call to order is well assimilated. You must be certain of your employee’s understanding of the situation by making him rephrase what you have just said and by asking him, for example, to outline what he plans to implement to achieve the objectives that you have just defined.
- Formalize a contract with your collaborator. Contract that will take again the resources to be implemented so that this kind of slippage does not happen again.
- Subsequently, encourage and control that things happen according to this pact.
If nothing changes, do not hesitate: it will harden the tone and perhaps call on the HRD to think about the necessary measures, if any. Fortunately, in most cases, and if the crop is well done, everyone comes out of it! I’m counting on you to share your experiences!