Three views of workplace relations

What is your attitude to workplace relations? What is it based on? Whatever it is and whatever it’s based on, it colours how you think about the workplace and even how you approach your own job.

There are three ways to think about workplace relations and most of your attitudes towards the workplace and your work stem from one of them. The three ways are called the unitarist, the radical and the pluralist views.

The unitarist view says employers and employees share the same basic goals – working together to create wealth, or value. This means that the workplace is essentially a harmonious place and any conflict that occasionally pops up will be short-lived and easily dealt with because employers and employees pretty much want the same thing.

The radical view is pretty much the opposite. It sees conflict between employers and employees as inevitable because they have, will always have, different needs and goals. That’s the way the system is set up: employers always want to contain costs, including wages costs, while employees always want higher wages.

The pluralist view also sees conflict as natural because management and workers have different needs and goals. But the good news is that these differences can be managed and contained by rules and regulations and we can all get along pretty well together when we put in a bit of effort and good will.

The particular view that rings most true for you directs your whole approach to the workplace and to your own job, whether you’re an employer or an employee. So which is it for you? Does it match the reality of your current workplace? Is it in accord with its culture and values? Is it helping you be the best manager you can be?

Advertisements

How to encourage accountability

Who were the people in your life that made a positive difference to the person you are today? When you think about the positive influences in your life, chances are many of them held high expectations that may even have seemed tough at the time: the parent who made sure you practiced the piano even when you didn’t want to; the boss who gave you one challenging assignment after another and expected nothing less than your best.

I believe that one of the kindest things we can do for people is to set high standards, expect the best and hold them accountable for meeting them. Here’s how to hold someone accountable.

First, discuss the outcome you’re after. Outcomes are better than a series of tasks because with a series of tasks, people can do the bare minimum, but that doesn’t wash with outcomes. Be clear about how you’ll measure success, too. When the outcome is big or distant, agree milestones and how often you want a progress report.

Make behavioural expectations clear, too. Whether it’s turning up to meetings on time and fully prepared or providing short and incisive, not rambling, reports, do yourself, the team member and your whole team a favour by setting high standards and making them clear. (If you haven’t, it isn’t too late – explain precisely what you expect from now on.)

When people aren’t coming up to scratch, find out why.

  • Do they have the resources (time, information, etc.) they need? When they don’t, provide them.
  • Do they have the skills and experience they need? When they don’t, teach them and coach them.
  • Have you asked a creative, broad brush type of person to do something better suited to a detailed, analytical dotter-of-i’s and crosser-of-t’s? Assign work to the right person.
  • Do they understand that meeting your expectations is important? Explain the big picture (how what you’re asking fits into the organisation’s vision or business plan). Let people know you’re serious by acknowledging their progress and showing appreciation when they meet your standards. When you don’t do do that, they think you don’t really care about them being met. Or when you let people get away with letting you down sometimes, they think you’re being unfair when you do enforce them. (And they would have a point.)

Making people accountable makes a positive difference to them, your team and your own career (because when someone in your team lets you down, you look bad, too.)

Increasing people’s commitment

When people feel committed to achieving results, they work whole-heartedly and do their best. Low or no commitment yields the bare minimum that comes from half-hearted effort.

Here are the important To Dos to increase people’s commitment:

  1. Paint the ‘big picture’ so they can share your vision.
  2. Help them see the ‘light at the end of the tunnel’ and involve them in helping you work out how to get there. (These first two To Dos are known as ‘engaging people’ in the jargon.)
  3. Match the work needed to reach the goal suits their skill set and personal inclinations.
  4. Next, ‘energise’ them. How does achieving the goal help others? (I posted about this 2 weeks ago.)
  5. Provide the resources – the time, effort, information, etc. – they need to achieve the goal; without this, they’ll feel like they’re beating their head against a brink wall – a sure way to sap the energy you’ve summoned.
  6. Show your appreciation for their contributions. Make it clear you prize what they’re doing because it’s helping to bring that light at the end of the tunnel ever-closer.

So there we have it, a simple enough formula that you can put to work tomorrow to bring out the best in your team:

Engage – Match – Energise – Provide – Prize

Dealing with setbacks and stuff ups

On any given day, do one or two, ok maybe a dozen things go not quite as you’d hoped? And do you ever make a mistake? Things happen and no one ever does everything perfectly. It’s how you handle it that counts.

When something goes wrong, accept it. It is what it is. Reframe it positively,  look for the humour and and see what you can do to make the situation better.

When you make a mistake, on the outside, own up. Apologise when necessary, and fix it. Obvious enough, really. But that isn’t the end of it. What you do on the inside is important, too.

Here are four ‘don’ts’ (and these apply to things going awry, too):

  1. Don’t get angry with yourself (or anyone else).
  2. Don’t make it bigger than it is; a mistake doesn’t make you a horrible, useless person and it probably won’t ruin your life for all eternity.
  3. Don’t pretend it didn’t happen.
  4. Don’t mope.

And here are three ‘do’s’:

  1. Put it in perspective.
  2. Figure out what you need to do better, or need to learn in order to do better.
  3. Don’t repeat your mistake.

That’s how to learn from experience. And you know what they say about experience: It’s something you don’t get until just after you need it.

The truth is, we need to make lots of mistakes in order to get really good at just about anything. In fact, it’s a far better mindset to think not of mistakes but of ‘learning experiences’ or ‘life lessons’. That’s the recipe for getting better, and better, and better.

It’s also the recipe for handling mistakes well on the inside. When you can do that, you automatically handle them well on the outside. You don’t say: ‘I’m so stupid, I blew it yet again!’ You say: ‘I could have done it better and here’s how I’ll approach it from now on.’

Mistakes, learning opportunities, mishaps and misadventure–they’re all grist for the mill to be taken in your stride.