Making Relationships Work at Work: A toolkit for getting more done with less stress

By Richard Fox

Nowadays, work is all about relationships

Getting things done depends on getting along. And when relationships are difficult, it's not just our work that suffers: it's often our health and wellbeing too.

Making Relationships Work at Work is the first book to cover comprehensively all the main components of building and maintaining great relationships at work.

Based on 50 years’ experience of working with a wide variety of organisations, teams and individuals and packed with practical strategies, tips and tools for making work relationships work better, it will not only help you to become more effective with less stress, but also to enjoy your working life more.

• Language: English
• Publisher: Practical Inspiration Publishing
• Release date: Jun 30, 2020
• ISBN: 9781788601726

Richard Fox

Brent Ryan Bellamy (Toronto, ON, CA) is an instructor in the English and cultural studies departments at Trent University and is co-editor of An Ecotopian Lexicon and Materialism and the Critique of Energy. He teaches courses in science fiction, graphic fiction, American literature and culture, and critical worldbuilding. He currently studies narrative, US literature and culture, science fiction, and the cultures of energy.

Book preview

Part one

Building the

foundations:

the must haves

1

It’s all about relationships

What counts can’t always be counted; what can be counted doesn’t always count.

Albert Einstein, scientist

Introduction

One of our basic human needs is to have good relationships – not only in our personal lives but also at work. We spend most of our waking hours at work and our effectiveness and happiness depend heavily on the effectiveness of our work relationships. Whatever the advantages and joys of social media, it is through our personal connections with other people – at home and at work – that we satisfy our need for face-to-face relationships and a true feeling of belonging.

Relationship skills are often referred to as ‘soft skills’, a term which can cover quite a broad spectrum of activities, ranging from taking personal responsibility and using time effectively to influencing and handling conflict, but which all depend on, and are connected to, good communication. From engineering and manufacturing, to services and retail, within the private and the public sectors, all organisations rely for their success on good relationships, and no matter what your work focus, when it comes to making things happen, ‘it’s all about relationships’ and good relationships are built through effective interpersonal skills. How we relate with each other determines whether teams come together or not; projects work out well, or don’t; whether team members feel fulfilled and motivated, or don’t!

The key points we cover in this chapter are:

Relationship skills are as important as technical skills and usually more difficult to master

As you progress through your working life you will need to spend more of your working day on relationships

An understanding of Emotional Intelligence is essential to a productive and enjoyable working life

Using soft skills effectively

Typically, individuals who use soft skills effectively are genuinely interested in other people, are approachable and trustworthy. You’ll have noticed that they share other personality traits, skills and abilities in common too – including the ability to:

listen well

communicate effectively

be positive

manage conflict

accept responsibility

show respect

work well with colleagues

manage emotions

work well under pressure ¹

At the beginning of a career these ‘soft skills’ can appear to take a secondary position behind the so-called ‘hard skills’ relating to technical expertise, particularly if these technical skills have taken some years of education and training to acquire. Nevertheless, the quality of ‘soft skills’ between members of a team can either facilitate individuals’ technical know-how – or undermine their best efforts. These skills are as complex and often prove to be every bit as difficult to master as the ‘hard skills’ such as engineering, IT systems or financial computations.

This book aims to give practical insights and solutions to managing the complexity of working relationships. We’ll be looking at the kind of situations and challenges you encounter regularly and taking a closer look at how you can use your interpersonal skills to build and maintain positive relationships at work, fulfil your own potential, and make your contribution to building the team.

Your network of working relationships

Our relationships in the workplace can be considered from different perspectives:

Your relationship networks

Depending on your experience and personality type you may prefer to build relationships with people in only two or three of the above dimensions. For example, you may prefer to keep your head down, get on with your own work and only talk to members of your team and your line manager on a ‘need to know basis’. It is important, however, if you want to feel more secure in your job or progress your career, to build effective relationships with colleagues in each of the above four dimensions. Whilst reading this book we invite you to discover strategies to enable you to work more easily with colleagues in all four dimensions of your relationship network.

Besides having working relationships with individuals, you also have a personal relationship with the organisation itself. The quality of this relationship usually depends on whether your own values – integrity, honesty, openness, fairness and respect – are aligned with those of the organisation where you work and are assumed and visible in the way people behave throughout the organisation.

From task focus to relationship focus

As you gain experience in the organisation you notice that you need to spend an increasing amount of your time on relationships.

The task-relationships model

When you first started work you probably joined in a junior position. Depending on your industry sector you may have spent as much as 80% of your time on tasks associated with gaining the knowledge, skills and expertise in your field, with the remainder on relationships, mainly with other members of your team and with the client/manager to whom you were assigned.

As you progress in the organisation you are increasingly likely to lead and manage people; CEOs probably spend up to 80% of their time on building and maintaining relationships – internal and external – with a relatively small 20% on tasks. This shift from an operational to a strategic focus can sometimes be a challenge, especially if you have not mastered the art of delegation (Chapter 12). If you are on this journey where you’re moving away from the familiar work role and routine and towards a slightly different work identity you may have moments of self-doubt and temporary loss of confidence. However, remember that your people skills and your ability to build solid lasting relationships at work are the constant that will stay with you and help you through changes in your job role.

The ‘go-to’ people

Experienced colleagues with good people skills

create ‘hubs’ of influence around them

Some colleagues, those with experience and know-how – whether in official roles of responsibility or not – are frequently, and rightly, sought out by colleagues. We like to think of these people as ‘hubs’ – the ‘go-to’ people who are approachable and inspire trust – in many ways these colleagues hold teams and organisations together. Although they are not necessarily leaders or managers, they are the kind of colleagues who always seem to be able to make time to listen, suggest, advise or support – perhaps you’re one of them.

Whatever your role and contribution within the team or the organisation, from Day 1 ‘relationships’ are as important to your job, your security in the organisation and your prospects for promotion as the ‘tasks’ you perform and the service you deliver. Equally important (more important for some people), the quality of your relationships at work creates that sense of belonging and connection so essential to having a sense of well-being and happiness at work. As we will see later in Chapter 9, the feeling of belonging, being accepted and valued for who you are, not just what you do, is often more motivating than money.

Using Emotional Intelligence

We are all familiar with IQ, the Intelligence Quotient, but as we go through life we recognise that:

IQ is a narrow measure of intelligence

People with a high IQ are not necessarily happier or more successful

There are other forms of intelligence – Emotional, Social, Political, Cultural – which can be learned, and which are important in developing positive and effective relationships at work

Any in-depth understanding about relationships requires an understanding of Emotional Intelligence,² that is, the capacity to be aware of and manage our emotions. An increasing awareness of our own emotions and how to manage them helps us also to be aware of the emotional state of other individuals and groups and so handle interpersonal relationships empathically.

We would expect a person with a high level of Emotional Intelligence as well as technical competence to be successful at work. Familiar sayings like ‘We do business with people we like’ and ‘People buy people first, products and services second’ are true – the feeling of rapport, sense of connection and gut intuition that this person is trustworthy happens first – then and only then do we proceed to action. The person who can manage their emotions – and whose behaviour with colleagues is therefore consistent and predictable – inspires a sense of trust, safety and security among their colleagues. Unsurprisingly we tend to shy away from people who seem to value us only for the function that we perform, like some cog in the machine of the organisation, or whose behaviour appears to be unpredictable, irrational or volatile.

The importance of Emotional Intelligence (EQ) as a predictor of professional success has been known for at least 20 years. However, some organisations still promote people based mainly on their technical skills, with relationship skills given secondary consideration, only to discover later just how crucially important these skills are!

At its simplest, the journey of developing one’s own EQ flows through four stages:

With EQ, like any other personal development skill, it is best to start by working on yourself, i.e. stages 1 and 2 above, before focusing on other people.

Pause for reflection

We’ve now introduced you to some of the main themes that will recur in this book. Before we introduce other foundational topics, take some time to think about what you would like to take away from this chapter.

Conclusion

In this chapter we’ve talked about the importance of being intentional about building good relationships at work. Of course, a team that works well together performs well and gets great results, but don’t make that your starting point – that’s putting the cart before the horse! Start by knowing that your interpersonal skills, and your talent for bringing people together to work collaboratively in mutual respect and understanding, will enable you and your colleagues to be the best that you can be – and that, combined with your technical know-how in your field, is what gets results.

If you have spent most of your career so far working hard to develop the essential technical expertise, knowledge and experience you need to flourish, that’s great. Now is a good time to realise the full potential of your other, ‘people’, skills – and if they need sharpening up a little bit, we can help with that – just read on…

Applying this to your workplace

a) Different dimensions of relationships. Look again at the four dimensions of relationships (above). Which dimension(s) do you find it easier to work with? Whilst reading this book we invite you to discover strategies to enable you to work more easily with people in other dimensions

b) Relationship mind-sets. Look at the table below. Take each line (‘continuum’) in turn. What is your mind-set or your outlook on life? Where is your natural style? – mark a cross on the line for each aspect. The more honest you are, the more value you will get from this exercise!

c) Mark the topic(s) where you wish to shift your mind-set(s) to the right. Bear this in mind as you continue reading.

Further references

Anderson, Gretchen, Mastering collaboration: make working together less painful and more productive , O’Reilly, 2019

Goleman, Daniel, Emotional Intelligence: why it can matter more than IQ , Bloomsbury Publishing, 1996

Hasson, Gill, Emotional Intelligence Pocketbook: little exercises for an intuitive life , Capstone, 2017

Webb, Caroline, How to have a good day: the essential toolkit for a productive day at work and beyond , Pan, 2017

2

The master builder lays

the foundation stone:

rapport and trust

Trust is the oil that enables an organisation to function smoothly.

Introduction

Building and maintaining rapport and trust is the foundation stone to good team-working and effective client relations. The absence of rapport and trust can cause stilted conversations, a lack of cooperation and commitment, poor performance and high staff turnover.

Building rapport

Have you ever overheard or taken part in these kinds of conversations?

‘Brian seems to know absolutely everyone in this organisation. How does he find the time?! – For myself I’m too busy just getting on with the job.’

‘My manager, Narisha, has this habit of giving me work without showing any interest in me as a human being – if she even knew my name it would help, but to her I’m just a task-processing robot!’

The first step in creating effective working relationships with colleagues and clients is the ability to build rapport. This means getting to know your work colleagues as human beings rather than simply as functions in the organisation.

You can probably think of certain individuals with whom you felt an instant connection, right from the first meeting – almost as though you had known them for years. Did you hit it off instantly because they had a similar background and interests to yours, or was it because they approached you in an open, friendly way and took a genuine interest in getting to know you?

Rapport is about emphasising the common ground between people and minimising differences. We tend to move towards people who are like us – like attracts like. However, in the workplace we are likely to be working alongside people who have totally different outlooks on life from our own. For these relationships to be effective we need to invest more time and care in building the relationships.

Social intelligence

Daniel Goleman,³ in his work on social intelligence, describes rapport as a sense of connection or ‘attunement’. Intelligence Quotient (IQ) can’t be learned but Social Intelligence (SQ) can be enhanced through our experiences with people in a range of social settings.

Learning from our successes and failures, we have all accumulated skills which enable us to navigate different kinds of social situations effectively. These skills include verbal and conversational skills; an ability to pick up on the informal rules or ‘norms’ of social interaction; the ability to listen, to be empathic, to play different social roles so that we can feel comfortable with different types of people. At work, an important aspect of social intelligence is the ability to maintain the delicate balance between maintaining a ‘professional face’ and being authentic in our relationships with others.

We can say that rapport is the demonstration of social intelligence. Some people have a natural gift for building rapport, and they are particularly good at three things – small talk, harmonising body language and mirroring choice of words and eye movements. Below is a brief introduction to each.

‘Small talk’

At a basic level small talk is about recognising and acknowledging the other person as a fellow human being and taking a keen interest in them. It is important that you are genuinely interested in the other person and that you do not go through some mechanistic routine before getting down to the real work.

Typical topics are sport, local events and places, a major TV series, traffic congestion and, particularly with the British, the weather! You can often ask questions about an object you notice in the other person’s workspace, e.g. a photograph of a beautiful landscape or a recent award certificate. Over time you learn how to choose safe topics for this kind of conversation – you may even remember being forewarned in your first job – ‘no politics or religion!’

If you find small talk difficult, learn from your colleagues who excel at this. Remember the type of questions they ask and notice how it makes the following business conversation easier.

It is also a great asset if you can acquire the skill of remembering people’s names – as Dale Carnegie said, ‘Everyone’s favourite word is their name.’

There are three other specific skills that can help you enter and stay in rapport with another person. Using these skills will increase your effectiveness as a communicator. These skills are:

noticing the other person’s body language

observing and monitoring their choice of words

observing their eye movements

Noticing the other person’s body language

When you are with another person with whom you want to build or rebuild rapport it is helpful if your body posture is broadly similar to theirs. Take care not to immediately change your posture each time they change theirs or exactly mirror what you see in front of you. Instead, when your colleague changes position, pause for a few seconds and