Relationships @work have impact

Debbie Nicol, MD of Dubai-based ‘business en motion’

Any organization has a set of relationships at its core, which contribute to dependency. In short, when a relationship is not healthy, the dependency will mirror this, negatively impacting the efficiency of productivity and results.

Traditionally, demands for increased efficiencies are initially distributed to the top of the organization where conventional managerial relationships exist. It is assumed that those managers with a top position are ‘leaders’ and leaders naturally have followers; indeed, any leader without a follower is simply strolling around in circles, feeling lonely. Such long-standing assumptions do not serve well in the 21st century, and therefore what is ‘supposed’ to work does not always do so. In the light of that, true leaders understand the importance of earning followership, especially in this day and age. This followership will depend on the quality of the relationship that exists between the one who aspires to lead and those who aspire to follow.

When a research* study enquired as to why respondents would classify a particular person they had worked with as a great leader, typical words that showed up included ‘they made me feel empowered’, ‘I grew tremendously working with them’, ‘I felt significant and cared about’, ‘it was energizing’. Moreover, all responded positively at the suggestion of possible return to work with that person should the opportunity arise. This last sentence clearly showed a deep respect for the relationship that still exists well beyond a physical presence. Reiterating a similar trend with the converse reality, the same research study asked why respondents would classify a particular person they had worked with as a poor leader. Typical responses included ‘I felt put down’, I was used’, ‘he ignored me’, ‘I was left isolated and uncared for’, ‘I never knew where I stood’. Moreover, all responded negatively at the suggestion of a possible return to work with that person. This last sentence clearly showed a lack of respect for the relationship that still exists well beyond the previous physical presence. *Research: The Leadership Challenge, Jim Kouzes and Barry Posner

It’s clear that leadership depends on healthy relationships and I would go even further saying that leadership IS first and foremost a relationship! Significant performance comes from healthy relationships that make people feel confident, welcomed, dignified and respected.

More often than not, inefficiencies manifest themselves at the operational level of organizations and have direct impact on the customer. This level is one rarely visited by ‘those at the top’, opening possibility for this inefficiency to go ‘unnoticed’. What could a senior leader introduce into the space of relationship with his/her frontline team to ensure inefficiencies are not only exposed and willingly identified but also welcomed as a great opportunity for improvement?

1. Environments with open minds, fueled by a genuine curiosity

Questions have a fabulous way of uniting people, given that they encourage the sharing of thoughts, opinions and expertise. Questions have the ability to teach us something (if we listen to the answer) while showing a deep respect for others being ‘of value’.

Should an environment contain closed minds, fueled by disciplinary priorities and hierarchical control, any and all chance of understanding another’s perspective is lost forever.

2. An everyday language that prioritizes service and service gaps

When service is known as an organizational priority and is a focus every single day, it sends a message of the need for excellence. It also allows every possible chance for service to be explored and discussed. It carries with it an identity that ‘we are service’, encouraging each and every individual to find ways to contribute.

If the topic of service is only referred to when a problem or service gap is identified, it carries with it an underlying tone of mistakes and discipline, causing team members to become quite cautious about meetings. They withdraw and hope in silence that their name is not drawn into the discussion and do not actively contribute.

3. A genuine interest in feedback and involvement

Nothing can work in isolation, showing that in today’s changing world, collaborative approaches are the only possible way to improve. Recognition that the sum of all minds serve in a better way than one mind will encourage people’s involvement.’ Feedback has often been interpreted as ‘I’m going to receive a negative message now, yet just sugar-coated in a polite way. An organization will know great relationships exist when feedback is given even before its asked, and exists in both positive and negative circumstances.

Healthy relationships thrive with openness, within an environment which encourages consistent involvement, and as such, this article aims to be a ‘business case’ for healthy and positive relationships in the workplace.

So if leadership is indeed a relationship, is it only those with a title who can lead, build relationships and own improvement in an organization? Absolutely not. Clearly, however those with a title set the tone for leadership on all levels and should be accountable for what’s in the ‘space’ between all team members that facilitates that tone.

What is being mirrored in the behaviors of the people in your organization - silence, suspicion and sweeping assumptions or collaboration, consideration and genuine curiosity? If wondering where that might be coming from, simply turn to the relationship for hidden clues.

Debbie Nicol, MD of Dubai-based ‘business en motion’ moves businesses and leaders ahead through change. Specializing in leadership and change, one of her coaching and training methodologies is ‘The Leadership Challenge’ for which she is a Certified Master.