Posts Tagged ‘business relationships’
Last week I was chased down in the hallway by a conference participant. She told me that she and her husband bickered about (his) driving all the way to the conference. After three hours of bickering, she knew she needed to discuss how to handle driving disagreements in the future, and asked me how. I told her, “The time to fix a relationship, is when there is nothing wrong.”
Talking with another person when you’re upset, often leads to more upset. Emotions and conversations escalate quickly. The more upset you are, the more likely you are to say things you’ll regret. The time to alter how you work, live, and communicate with someone, is when there is nothing wrong.
Pick a time when things are calm and when no one is upset. Tell the other person that you want to talk about how you work together, manage disagreements, make decisions, handle disappointments, etc. Share what you have observed in the past and make requests. Brainstorm solutions together. You’ll have a much better conversation when you’ve had time to calm down from whatever happened to create the need for the conversation.
Waiting to have a conversation until you’re not upset creates the risk of waiting too long to address concerns. The right time to talk about a breakdown is as soon after an event as you can. When both people are calm and have time to have the conversation, usually within a few days of a challenge.
There is no talking to my two-year old about why I took away a toy when I do it. He’s too upset. I need to wait to talk to him about why I did what I did and what I want him to do next time, when he’s calm. Typically, that’s later the same day. Adults may take a little longer. But this isn’t a pass to wait six weeks, which is what we often do. The conversation won’t be as hard or as bad as you think, if you talk when you’re calm and speak from what the relationship needs.
Speaking from what the relationship needs is saying just what you need to, not more and not less, to resolve the challenge and create a better way to handle things in the future. And communicating in a kind and direct way, so the other person can take in what you have to say.
Men get a bad rap for going to the man-cave and coming out to talk when they’re ready. This has a lot of wisdom. Don’t talk if you’re not ready.
Agree upon better ways for handing challenges when no one is upset. Speaking directly, calmly, caringly and with the desire to make things work, typically has a positive result.
If you work with other people, there is likely at least one business relationship you wish was stronger. If only that person included you on necessary communications, didn’t gossip about you, or gave you honest feedback versus telling you everything is fine and then working around you.
What often makes work hard isn’t the work at hand, but the people we work with – the power struggles, cc-reply-to-all when everyone doesn’t need to know, and the gossip that pervades most organizations.
You need to communicate and work well with the people you work with regularly. And like any relationship, business relationships require work. But what happens when someone doesn’t return your efforts for a positive working relationship? S/he doesn’t return emails or voicemails, ignores requests, and/or goes above you instead of coming to you when issues arise?
Make three attempts at strengthening a business relationship.
I’ll attempt to strengthen a business relationship three times before giving up. Phone calls and in-person meetings count as an attempt to improve a relationship, emails and text messages don’t. Emails and texts are passive, one sided communications. If you’re serious about strengthening a relationship, talk with the person, either in person or over the phone.
The conversation could go something like, “We’re going to be working together a lot this quarter, I thought it would be helpful to talk through how we both like to communicate and who will do what. When is a good time to spend a few minutes to discuss?”
Or, you could say, “Lots has happened in the past year – good and bad. I thought it would be helpful to talk about what did and didn’t work this year, so next year can be smooth. Would you be interested in having that conversation?”
Or, perhaps, “I want to talk with you about how we work together. I think we both know that this past year was hard. I’d love for us to have a good working relationship. Would you be willing to have lunch with me to discuss how we want to work together next year?”
It doesn’t so much matter what you say, as long as you start the conversation. Relationships don’t just improve by chance.
I’ll make attempts like those above three times (with the same person). If the person doesn’t reach back, says no, or cancels three scheduled meetings, I give up. Don’t chase people. The people who are interested in fostering a good working relationship with you will make the time and be willing to be uncomfortable.
What does it mean to give up? You are not the Golden Retriever of the workplace. Nor are you the 7-11 – always open. If someone isn’t interested in talking with me about how we can improve our relationship, I don’t keep asking. After the third no, I’m polite. I include the person in all necessary meetings and communications. I’m professional. But I don’t keep inviting. You can’t work with someone who won’t work with you.
Extend an olive branch. Be forthcoming, brave, and yourself. And if you get three nos’, go to lunch with someone else.
As someone who writes and teaches about effective communication in the workplace, the people I work and socialize with are expecting me to model good communication skills all the time. The good news: I try really hard to always do the right thing and impact people positively. The bad news, I’m human and sometimes I don’t get it right.
One of the things I’m proud of about Candid Culture, is that we are real people, working with real people. We work very hard to practice effective communication in the workplace and to always model what we’re teaching. And yet, like all people, we get busy, rushed, and tired. We read emails we intend to reply to, but then forget to do so. We occasionally send emails, when we should pick up the phone.
In my world, a good communicator is not someone who always communicates perfectly.
A good communicator who practices effective communication in the workplace is someone who:
- Cares about people and consistently works to communicate in the way others need.
- Asks for and is open to feedback about how s/he impacts people.
- Listens and watches other people’s verbal and non-verbal communication.
- Alters his/her communication style to meet other people’s needs.
- Takes responsibility when things don’t go well.
This week I’m advocating for picking up the phone, even when you want to do everything but, being patient, even when you’re frustrated, and asking questions, versus accusing. And I’m going to admit, I’m working to do these things too. Sometimes I get it right, and sometimes I don’t. I’m in the trenches with you, working to say and do the right things every day.
I promised you five tips to practice effective communication in the workplace and to be generous with people:
- Only call people when you have adequate time, attention, and patience to have whatever conversation needs to be had.
- If you need a few days to return a call, say so. Let the person know when you’ll call.
- Prepare for conversations. Plan what you’re going to say and how you’re going to say it.
- Don’t have hard conversations when you’re frustrated, tired, or busy. They won’t go well.
- If the conversation goes poorly, call back later and clean it up.
Being a good communicator doesn’t mean being perfect. It means caring enough to notice when you miss the mark, cleaning up your messes, and working to do it better next time. I’ll be working on the above recommendations too this week. And when I screw it up, you can be assured that my mistakes will become examples in our training programs of what not to do, followed by a new technique that will hopefully work for all of us.
Regardless of who your company’s org chart says you should work with, people work with the people they want to work with and around those they don’t. One way to get people working with you (by choice) is to get to know your coworkers better, and I don’t mean personally.
Most people don’t know the people they work with very well. Coworkers often don’t know what fellow team members are tasked with doing for the company, their past work experience, education, or working style preferences. They often don’t know how fellow team members like to receive information, but get annoyed when they don’t return unopened emails.
If you’ve had any team building training with me, you know I advocate getting to know people better by asking more questions.
Organizations spend a lot of money on team building. Teams go bowling, out to happy hour, and have pot luck lunches, etc. All of those activities are fun and build comradery, and that’s important. But comradery and enjoying spending time together outside of work won’t help a team learn to communicate or overcome challenges.
If you’re really committed to team building and working well with people, ask more questions at the onset and throughout working relationships.
Here are five team building questions coworkers should be asking each other:
- What are your pet peeves? How would I frustrate you and not even know it?
- Are you a big picture or detail oriented person? Should I send you information in bullets or paragraphs?
- What are you best at doing? What type of work could you be doing that you’re not doing now?
- What are you working on now? What are your priorities for the next six months?
- What’s something I could do differently that would make your job easier? (You will survive the answer. I promise)
Your manager may coordinate an activity that gives your team the ability to ask questions like this, and s/he might not. Either way, ask the questions and be forthcoming if others ask you for this information. It’s not just your manager’s job to get your team working well together.
Your daily experience at work – how much you get done, how easily you get that work done, and how much fun you have along the way – is largely dependent on the people you work with. Don’t leave your working relationships to chance. Be assertive. Get to know people better. Ask more questions and offer information about yourself.
People are not us; they do things their way, not ours. This is so obvious. Yet violated expectations are consistently a source of lots of frustration and upset, both personally and professionally. “How could you not check your work before submitting information to a client?” “What do you mean you didn’t call that person back?” “You said what?!”
The most frequent request we get at Candid Culture is for feedback training. The call usually goes something like this, “The communication isn’t great at our company. Managers don’t give a lot of feedback. People don’t talk directly to each other when there are problems, they talk about each other. Can you help?”
Sure, we can help. But once we’re having this conversation people are already frustrated. Trust has been violated and relationships and reputations have been damaged. Instead of waiting for problems to occur, expect the unexpected. Set clear expectations before people don’t proofread reports, miss deadlines, and do other things you wouldn’t dream of doing.
How to avoid violated (often unstated) expectations? Ask more questions.
Here are five questions you should ask every person you work with to set expectations. And if you do, your workplace will have fewer frustrations and violated expectations:
- What’s most important that you’re working on right now? What are your goals this quarter?
- What are we both working on that we can work on together? Or what should one of us stop working on?
- How do you like to communicate? Phone, in-person, by appointment or drop by’s.
- How do you like to receive information – email, voicemail, text message or instant messenger?
- If I need information from you and I haven’t heard back from you, what should I do, and is it ok to do that?
- What are your pet peeves at work? How will I annoy you and not even know it?
- How do you like to be interrupted? (You’re going to be interrupted. You might as well have a preference.)
I know. That was seven questions, not five. I could keep going. But this is a good start.
Here’s the philosophy and practice: People aren’t you. Anticipate challenges, breakdowns, and violated expectations, and talk about them before they happen. Make requests. Ask questions.
It’s always easier to ask for what you want than to give feedback.
I read a quote a few months ago that struck me – “It’s so hard to change yourself, what makes you think you can change someone else?” This seems so true. And yet, how much energy do we invest trying or at least hoping other people will change? We want our not-so-forthcoming managers to give regular and helpful feedback, our homebody selves to enjoy crowds and large parties, our not-so-affectionate partner to become a cuddler.
People are who and (largely) how they are. Even with lots of effort, coaching, and even counseling, it’s hard to change.
As someone who leads a training and development company, it feels risky to write this. I’m concerned that my words will be misunderstood. So I want to be sure I’m clear. People can learn new skills. Managers can learn to coach and give feedback. People at all levels and in all roles can learn to communicate differently. Everyone can learn to use new technology. But we don’t fundamentally change who and how we are. People who hate to public speak aren’t likely to wake up tomorrow clambering to give presentations to a thousand people. People who don’t like crowds aren’t likely to want to spend every weekend at large sporting events.
What I’m really trying to say is, stop trying to get something from someone who can’t give it to you. If you work for someone who never provides feedback, no matter how often you ask, get input from someone else. Lots of people can provide you with helpful information if you ask for it and make it safe to tell you the truth. If you partner or best friend isn’t social, ask someone else to go to events with you. If you’re chastising yourself for not being more athletic, accept that you like to read, and buy yourself a new book.
Instead of trying to get something from someone who can’t give it to you, get what you can from that relationship and get the rest of your needs met elsewhere. And tell others to do the same. I had someone working for me a few years ago who was extremely sensitive and didn’t do well receiving feedback. I tried to accommodate her needs and preferences, softening my messages, picking my battles, and in the end, giving less and less feedback. And it was exhausting. Eventually I said to her, “I’m not the right manager for you and this is the not right company for you. It’s not a good fit. You won’t be happy here, and I want you to be happy. Let’s help you find another home.”
I’m not telling you to get a new job. I’m telling you to be realistic in your expectations of yourself and others. The most powerful thing you can do is to be yourself and let others be themselves. And if you don’t like how or who someone is, hang out with someone else.
There is way too much guessing at work. You may find yourself thinking, “I’m going to miss this deadline. I wonder what the consequences will be?” Or perhaps, “She said she wanted input on this project. I wonder if she really meant that, and how much feedback is ok to provide?” Or maybe, “He asked for a proposal. Is he expecting something elaborate, or will a one-pager do?”
We often don’t know what others are expecting from us, so we guess. The problem with guessing is that we may do more work than we actually need to, and not in the way the other person wants it. Even worse, when we don’t work according to others’ expectations, they aren’t likely to tell us. Instead, they tell others and make decisions about us that aren’t positive.
I’m a fan of asking lots and lots of questions, preferably at the beginning of anything new. Anticipate all that can happen, get in front of breakdowns, and set clear expectations by asking questions. The people who participate in training with me get an entire box of questions to ask. And the homework is to go ask more questions of the people they work most closely with. Asking questions will always be easier than recovering from violated and often unstated expectations.
If you want fewer breakdowns and frustrations at work, ask the following questions of the people you work with:
Managing up question one: What do you want to do, on this project, and what do you want me to do?
Managing up question two: What does a good job look like?
Managing up question three: What will be different in the organization when this project is finished?
Managing up question four: How would I frustrate you and not even know it?
Managing up question five: How often do you want to receive updates from me?
Managing up question six: Do you want to receive all the details or just big picture information?
Managing up question seven: Do you want to receive the information in bullet form or paragraphs?
It’s never too late to ask questions like these. It’s ideal to ask the question at the beginning of a piece of work. But asking in the middle or even towards the end is fine too. People will appreciate that you asked, whenever you ask.
Ask more. Assume less. Suffering is optional at work.
Many of us have seen our friends, coworkers and even manager do really dumb things at the company holiday party.
Here are list of my favorites:
- Having a few too many drinks and sharing confidential information.
- Wearing a dress that shows the people you work with more of your body than they should see.
- Showing moves on the dance floor that you don’t have.
- Hooking up with coworkers.
Your company holiday party is a company event, and anything you wear, do, or say is grounds for gossip the next day at work.
Don’t become the topic of conversation the day after your company holiday party.
A few rules to live by at your company holiday party:
- If you wouldn’t want a picture of you wearing it hung up in a conference room, don’t wear it to the holiday party.
- Don’t get drunk at a company event, ever. If you get ‘chatty’ after two drinks, then two is too many.
- If you wouldn’t say something to someone at work, don’t say it at the holiday party.
The last rule: Help your friends and coworkers by stopping them from making career limited moves at company events. Rather than watching the train wreck go by as your friends say and do things they shouldn’t, gather your courage, and tell them it’s time to switch to club soda.
You may feel like you can’t give this type of feedback. It is hard to do, unless you’ve made an agreement before the party starts to do so. And even if you do make an agreement to tell people when they do something dumb, it’s still hard to do. But it will probably feel almost impossible if you haven’t set the expectation in advance.
So make a deal with your friends at work. If anyone says, does, or wears something really misguided to the holiday party, you will tell each other without negative recourse. And if all else fails, and you break every ‘rule’ listed here, just call out sick for two weeks after the company holiday party, because that won’t raise any red flags at all.
I’ve always thought it was weird to sit next to someone on a plane and not say hello. I don’t mean a long chat, “Where are you going? Do you live there? What do you do for work,” merely a hello. Or to pass someone on the street or at the gym who pretends not to see me. It’s downright weird. And it’s even worse at work.
Passing someone in the hallway at work who you may or may not know and not saying hello can be off putting to many people. Admittedly, some people don’t care. But more do.
Many of the people you work with are affronted if you pass them in the hallway and don’t smile and/or say hello. They’ll never tell you they’re put off by the lack of social graces, they’ll just make decisions and assume they’re right. They’ll tell themselves, “We sit in multiple meetings together, and that guy doesn’t even know who I am.” Or, “I’ve walked past this woman every day for five years and it’s like she’s never seen me before.” Or, “Bob never says hello when he sees me in the hallway. I wonder why he doesn’t like me?”
Chances are you’re not thinking any of these things about the people you work with. You’re busy and focused on other things, and your mind is not on making small talk when you pass people in the hallway. But know that not saying hello can have an impact on the people around you and your corporate culture.
Start this simple practice: Smile and say hello to everyone you pass at work. Saying hello in the hallway won’t cost you anything or take any more time. And you never know the doors it might open. Maybe the person in accounts payable who’s been kicking back your expense reports will cut you a reimbursement check even when you fill out the wrong form. Or maybe IT will come to your desk first versus eighth when your laptop decides it’s taking a vacation day.
Get more simple ways to strengthen your corporate culture with a signed copy of How to Say Anything to Anyone. The book is on sale for $15 to celebrate our 4th printing. It’s the perfect holiday gift. Get your copy now! Offer ends 12/31/16.
We added to our team at Candid Culture a few weeks ago, so we did what I teach other organizations to do –used Candor Questions to onboard our new team member, and help the entire team get to know each other better.
I sent my team the Candor Questions below and asked them to pick a few additional team building questions for everyone on the team to answer.
- What will keep you working here and what would make you leave?
- What’s the best way to get information to you – voicemail, text, or email?
- What time is too early?
- What time is too late?
- Do you leave your email and/or text alerts on at night/when you go to sleep?
- Would you prefer I send all emails and text messages during regular business hours?
- What frustrates you at work?
- What are your pet peeves?
- What’s something you want to learn, skill or business wise, that you haven’t had a chance to do?
- What’s something you wish I would start, stop, or continuing doing?
We run so fast at work and are so focused on completing goals, we often don’t take the time to really get to know the people we work with. I feel very strongly that asking the team building questions above will help people work better together. We’ll make fewer ‘mistakes’ with each other, and get more done with less stress and more ease. As William Ury said in his book, Getting to Yes, “Go slow to go fast.”
How many times have you sent someone five emails and become frustrated when none were returned? Or you thought an employee was happy, only to be surprised when she quit? Or you needed to talk with someone but couldn’t get her attention, so you walked by her office throughout the day, wondering if it was ok to knock? Working with other people doesn’t have to be so hard.
Taking the time to ask team building questions is much faster than recovering from missteps with other people. Ask the questions at the beginning of anything new – when you hire a new employee, get a new customer, or start a new project. And keep asking the questions as you work with people.
Asking questions about working style preferences and goals is an ongoing process, and it’s never too late. You can ask the team building questions during meetings or just slip them into your conversations. The process doesn’t have to be formal or time consuming. The point is simply, don’t guess what people need and are expecting from you, ask.