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Managing Workplace Relationships

SET Management Program
by

Nic Stephen

on 18 October 2015

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Transcript of Managing Workplace Relationships


Copyright warning

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A key function of management is decision making
The quality of these is based on the amount and quality of the information available
Networking improves the quality and quantity of your info
Networking is a critical tool in gaining information
The grapevine is a response to our need for information
The grapevine will exist wherever there is uncertainty
Secrecy and mystery thrive in a competitive environment
Competition may prevail in large organisations create conditions that encourage and sustain rumours on the grapevine.
Grapevine Conditions
The grapevine has three characteristics:
The Grapevine
Any group or team member can shared information and ideas with any other member without restriction or censorship

This method allows the group members to actively communicate with each other
The All-Channel
Networking is a bilateral process; it involves both parties
Network relationships must be a win/win relationship
Needs to be an exchange of information for both parties
If you give more than you take you maintain an imbalance where the other party feel obliged to assist you whenever possible
Networks are relationships that are grown over time
Building Your Networks
The old view is that networking is a subversive way to gain influence
Networking
It's frequently stated that:
“It is not what you know, but who you know”
Networking
The exchange of information and ideas in an organisation can flow in three directions:
Direction of Communication
These Network groups fall into 3 types:
Formal Communication Systems
By the end of this unit you will be able to…

Manage information and ideas
Establish systems to develop trust and confidence
Manage effective relationships and networks
Manage difficulties to achieve positive outcomes
The different cultural or social diverse groups you have in the workplace &
The strategies you use to communicate in an appropriate way
Cultural and Social
Complete Activity 4
Identify the need
Identify what benefit to you
Identify what benefit you can provide them
Develop a strategy to meet the contact
Choose method
Make contact
Plan to maintain contact
Building Your Network
This method of managing information and ideas is commonly found in directed teams, where a manager/supervisor/or team leader acts as a conduit for all the groups communication
The Wheel
Often referred to as the Chain of command, this method is commonly found in hierarchical organisations (eg. Military; corporations).

The chain is a highly structured system for communication where the information is transferred by following a pre-determined set of links, which often go either up or down the levels of the organisation
The Chain
Information and ideas, in an organisation of any type, is exchanged through two systems of communication:
Communication Methods
Integrity
Competence
Consistency
Loyalty
Openness
Dimensions of Trust
Trust is essential for a team to work effectively in an organisation

Trust is the critical ingredient that allows these team characteristics to foster

Therefore for teams to perform at their best they need an environment, and a leader, who they can trust
Developing Trust
Complete Activity Three
Announce timetables for making important decisions
Explain decisions and behaviours that may appear inconsistent or secretive
Emphasise the downside, as well as the upside, of current decisions and future plans
Openly discuss worst-case possibilities - it is almost never as anxiety provoking as the unspoken fantasy
Act on breaches
Managing the Grapevine
Informal Communication
Manage Effective Workplace Relationships
Complete Activity Two
Saves time & facilitates coordination within work groups and inter-work groups.

Lateral relationships are formally structured and supported by the organisation, in other cases they are informally created to speed up action.
Coordination
Cooperation
Social relations
Collaborations
Horizontal Communication
Tools for upward communication can include suggestion boxes, employee attitude surveys, grievance procedures, superior-subordinate discussions, and informal health check
Organisational performance
Individual goal setting
Employee problems
Employee suggestions
Employee morale
Employee satisfaction
Upward Communication
The method is not the focus, but rather the direction of the information.
Strategic direction
Job instructions
Policies and procedures
SOPs
Feedback about performance
Downward Communication
Accuracy of information is low
No control over what is shared
Info may not reach those that need to know
Very fast dissemination of info
Highly empowering for members
Not reliant on any one person
The all-channel method is commonly employed for creative and innovative information and idea sharing as it is not restricted by formal protocol and is therefore fast and highly empowering for group and team members
Also very frustrating for
participants as they cannot go
outside the set protocols
Too reliant on a leader
(may collapse if leader is absent)
Very fast dissemination of info
Accuracy of information is high
Message is consistent to all
This communication method relies on one person to share and receive all ideas and information,

This method is most appropriate when information and ideas to be shared need to be consistent, accurate and quick
Very frustrating for participants
as they cannot go outside the
set protocols
High level of control
Accuracy of information is high
Ensure information gets to target
Policies & procedures
SOPs
Business directions
This Unit’s Objectives
Communication
Removing the Visual
Sneak a peak game
ACTIVE LISTENING
Effective listening is called active listening

To listen actively, give your undivided attention to the speaker:

People speak @ 100 to 175 WPM but can listen @ 300 WPM.

Only one part of mind pays attention, so it is easy to drift off.

Listen with a purpose.

Purpose can be in gaining info, directions, understanding, solve problems, share interest, etc

If it is difficult to concentrate then repeat the speakers words in your mind.
Feedback ….
By watching the facial expressions, gestures, and posture of the person, you can spot:
Choosing the Right Method
When you determine the best way to send a message, consider the following:

Effective Non Verbals
Eye contact
Facial expressions
Gestures
Posture and body orientation
Proximity
Humor
A clear, well crafted message
Review your style.
Avoid jargon or slang.
Check your grammar and punctuation.
Check for tone, attitude, and other subtleties.
If you think the message may be misunderstood, it probably will.
Take the time to clarify it!

Strengths and Weaknesses
Strength - Role of Body Language.
Weakness - Not possible to give long list of directions
Planning your communication
Sender
Understand your objective. Why are you?
Understand your audience. What do they need to know?
Plan what you want to say, and how you'll send the message.
Seek feedback on how well your message was received.
The Fundamentals
Effective Communication requires ….

Active Listener,
Effective Presenter,
Quick Thinking,
A Win-Win Negotiator.
Understanding of others needs
Planning
Good decision making



Receiver
Method is all Important …..
Look at the person.
Pay attention to body language.
Avoid distractions.
Nod and smile to acknowledge.
Occasionally think back about what the person has said.
Ask questions
Allow the person to speak, without thinking about what you'll say next.
Don't interrupt.
Method is all Important …..
Face to face
Email
Phone
Letter / Memo
Report / Newsletter
Website / Social Media
Others?
Method
Some major areas of nonverbal behaviors to explore are:
Diversity
Trust....
Makes possible better working relationships
Promotes more effective communication
Allows for a genuine career success
Makes others more comfortable around you
Confidence levels.
Defensiveness.
Agreement.
Comprehension (or lack of understanding).
Level of interest.
Level of engagement with the message.
Truthfulness (or lying/dishonesty).
What are some examples of networks?
Feedback
Giving feedback is a critical skill in encouraging a positive culture, and ensuring your team is effective
Giving Corrective
Respect the person's privacy
Choose a time and place without interruptions
Focus on the problem, not the individual.
Avoid personalising feedback
Identify exactly why the problem causes difficulty
Ask for the person's help in resolving the problem
Discuss the ideas you both offers for solutions
Be positive & empathetic
Informal
Anything spontaneous
Immediate
Personal - both
Flexible
Genuine
Formal
Specific
Timely
Focuses on behaviour
Removed from direct workplace
Participatory
Documented
Action focused
Good Feedback
Communicating with
Feedback
Feedback....
Feedback..
Managers and peers should exhibit behaviours that will impact on the effectiveness of the organisation

People who behave in a positive manner will encourage others to do the same

People who behave in a way that has a negative impact on team culture have a disruptive impact on the organisation

Codes of Conduct articulate acceptable behaviours to all team members
What's Acceptable?
All behaviours & team performances operate within a framework of a culture that penetrates the organisation.

Culture is underpinned by the organisational standards & values

Standards and values influence the culture and image of the organisation.
Culture
Values reflect the core beliefs of the team

Behaviours are the outward expression of the values of the people within the team;

This inturn sets the organisational culture.
Culture
Values
Behaviours
Culture
please explain...
Generating
Good Ideas
To be innovative you must have
a culture in which failure
is not made to look stupid!
Only write down the first idea you come up with!
Write an Ad for BMW
In Pairs
Innovation & new ideas
It's a numbers game
Numerous thoughts = good
You can't 'create' under pressure
Rest & mindfulness help
Support from others is essential!
Formal Communication Systems
Informal Communication Systems
Formal communication systems are commonly referred to as “formal Network Groups”.
The Chain
The Wheel
All Channel
A
you...
E
B
D
C
Examples include:
Benefits
Pitfalls
A
Meetings
Group emails
Memos
Examples include:
Benefits
Pitfalls
B
C
D
E
A
B
C
D
E
Examples
Brainstorming
Problem solving
Social interaction
Benefits
Pitfalls
Formal
1. Downwards Communication
2. Upwards Communication
3. Horizontal Communication
Where there is a need for formal senior authority
Any organic information and ideas
Peer-to-peer information and idea exchange
Directions?
To hear something through the grapevine is to learn of something informally and unofficially by means of gossip and rumour.
It is not controlled by management
It is perceived to be more reliable than the formal communication messages issued by top management
It serves the self-interest of those people within it
A rumour will persist either until the wants and expectations creating the uncertainty underlying the rumour are fulfilled or until the anxiety is reduced.
These are some suggestions to minimise the negative consequences of the grapevine:
How can you analyse yours?
These days networking assists you in making better decisions & improving performance for the team or organisation
Open
Interactive
Supportive
Trust is made up of 5 specific dimensions:
The sensitivity and emotional content of the subject.
How easy it is to communicate detail.
The receiver's preferences.
Time constraints.
The need to ask and answer questions.
Verbal Communication:
Written Communication:
Strength - A proof of a communication
Weakness - Written words does not show a person’s actual feelings.
Ref: Paul Eckman
"The Lightman Factor"
Perceptions
Diversity
The Great CHALLENGE
It's all about perception
The real test of leadership lies not in the personality or behaviour of the leaders, but in the performance of the groups they lead.
"The art of leadership is getting somebody else to do something you want done because he wants to do it"

Dwight Eisenhower,
US President 1953-1961
Leadership
Perceptions
How you view someone
is based on choice,
and external stimulus
&
Let's test the theory

What’s she thinking?

Is there humor involved?

Could you trust her?

Why do we think this?
What words describe how you feel about this image?
Different
Perception | Leadership
PERCEPTIONS
Case Study: Abbott
{
}
Be careful not to decide too quickly!
Rosemary Stewart, 1986
"By their fruits you shall know them"
Why it's important?
[Cross to Trust video]
Brainstorm onto a flipchart:
Review


Barriers to Listening
Authentic Listening
Authentic Listening is :
The aim is empathy – a non-judgmental state that aims to understand the other person.
Listen for content
Listening to the other messages
Summarising the content
Summarising the emotion
Testing your assumptions
Both sides within a discussion, intent on making their own point, may fail to listen to each other.
Dialogue of the deal
a.
The parties may have had bad experiences of negotiations in the past.
Experience
b.
Can be a crucial disabler when negotiating !
Familiarity
c.
Picking up on key words and missing vital parts of the conversation
Skim Listening
d.
Are you focused or distracted?
Attention Span
e.
Negotiations
101
When it fails
The MIGHT IS RIGHT style of influencing always fails.

People can appear to agree but over time they may show their disagreement by leaving the workplace.

A boss who forces his influence onto his work-team may only see short term gains.

The relationship of trust may be destroyed and will be hard to rebuild.

Facts Expertise Explore Strengthen Authority
Influencing the Balance of Power
Those that are desirable
Those that are acceptable
Those that are the bare minimum
Classifying Priorities

Write down all your objectives
Put them in order of priority
Identify issues that are open to compromise
Identify those that are not
Identifying Possible Outcomes
Identify your objectives
Identify targets
Know your resistance point
Adopt the most suitable style
Time the interaction correctly
Preparing yourself
Is a communication skill
Reaches the agreement that best meets both sides requirements
Should be conducted in a professional manner
Be a solid foundation on which to build future relationships

Effective Negotiation
Create Closure
Keep moving
Don’t get bogged down in detail
Focus on issues
Give recognition
Give the other party a final opportunity to clarify any issues
USE:
Hypothetical questions
Defining questions
Probing questions
Pull Levers
Need is the negotiators starting point
Need is also the weakness that can be exploited
Negotiation is also a process that is of benefit to all parties

Negotiation occurs when there is something of value that you need
There is no such thing as a first offer that is too good to refuse.
The opening offer is very rarely a serious commitment.

Set the offer at the most appropriate level
Normally a long way removed from target.
Respond in a way that is deemed most appropriate, usually rejection.
Opening
Negotiation
Saying what you mean
Meaning what you say
Asking for what you want clearly
Listening to what the other person is saying
Being honest about what is relevant
Being prepared to look for a workable compromise
Be Assertive
It is about...
Dealing with others assertively
Speaking with knowledge and confidence
Listening to their point of view
Appreciating the differences
Showing respect

Forcing your point of view on others
Nagging until they agree
Giving in to someone
Bargaining
A debate
Influencing is not about :
Legitimate is the important word here.
Needs must be legitimate if influencing is to be successful.
For influencing to be effective it has to be sustainable.
Achieving a result that meets the legitimate needs of both sides
Achieving long lasting results
Improving the relationship of the people involved

What is influencing?
Think of a time when a negotiation has gone wrong!

Can you identify what went wrong?

Non mutual benefit
Compromising for no return
Playing games
Poor Negotiation involves:
The skilled negotiator will not be distracted from their task.
Always remember that the whole point of negotiation is
that two parties have something of value.
Know when to stop talking!
List of issues from both sides
Prepare a draft framework
Tackle outstanding details
Record each point as it is agreed
Agree a process to review
Agree a procedure for complaints
Closing
Exploration is important because:
It allows the parties to explore the situation.
Needs & Wants are talked about first.
A skilful negotiator can see where the other party expect the final outcome to be.
Needs – Those things that you feel you cannot do without
Wants – Those things that people would prefer to have
Interests – The reasons that lie behind the WANTS & NEEDS
Identify: Needs | Wants | Interests
Exploration
Responding
Not Reacting
“Behaviour breeds behaviour”
Keep the temperature low
Stay detached
Show respect

Emotional
Angry
Resentful
Frustrated
Effective body language
Use assertive language
Recognising Assertiveness
Posture
Voice – Tone & Volume
Gesture
Eye Contact
Facial expressions
How we occupy our space

These 'Pull' techniques involve the effective use of non-verbal communication.

Creating rapport
Authentic listening
Skilful questioning

The Levers Of Influence:
> Restate your case – Ensure that the agreement is clear
> Restate everything that you have agreed on.
> Minimise the perception of what is left to agree.
> Write it down – It may prompt some questions before the deal is closed.
Be prepared to compromise
Explore possibilities
Ask ‘what if?’ questions
Be clear about the variables
Exchange
Create
Movement
Informal Negotiation
Emphasises the relationship between the two parties
Encourages the spirit of any agreement reached
Favours the party with the strongest power base
Limits the likelihood of informal talks
Emphasises the letter of agreement

Formal Negotiation
Has two sides
Is a form of warfare
Has opposing objectives
Has a short sighted approach
Traditional Negotiation
How to influence?
Pull Skills
Rapport building
SO
Drawing Out
Active Listening
Expressing Views & Opinion
Stating Wants & Needs
Using Incentives & Pressure
Building on Common Ground
WIN:WIN
Outcomes
You
Your Agenda
Me
My Agenda
"PUSH" or Assertive
"PULL" or Responsive
How to Influence using the "PULL" Method
Influencing others
Let's explore some of the steps involved...
PUSH Vs PULL
an model to consider...
{
}
Questioning :
Have a questioning strategy –
Never become:
The skilled negotiator has all the facts, background history and figures.
Even a hardened person cannot fail to be impressed.
Develop acceptance and trust.

Find & implement outcomes that are of interest to both parties.
Pose questions in a non threatening manner.

How do we find this solution together?
It is vital that both parties have the authority to make the outcome happen
Again gained by effective preparation.
Julian Treasure Video
Leadership Dancing guy
Video
Generating good ideas Video
Six Principles of Influence
Cialdini's
Why?
Influencing others is challenging
Negotiation is an every day activity
We all have to communicate
We all deal with humans
We need to achieve the best for our company
Reciprocity
The feeling of obligation to someone else that has done something for us
Return favors
Pay back debts
"You scratch my back I'll scratch yours"
Because - we feel uncomfortable with feeling indebted
Commitment
We like our attitudes and behavior to be consistent
When they are inconsistent, we feel tension
Tension is uncomfortable, and we wish to reduce it
We can change behavior or attitude to align the two
Once committed, we're more inclined to go through with it
Consider goal setting, if you tell someone your goal - you're generally more committed
Social Proof
Safety in numbers
If lots of people are doing something - it must be okay!
Particularly if we're uneasy or uncertain
A full tip jar - keeps filling
A busy restaurant - stays busy
Liking
We're more likely to be influenced by those we like or know
Compliments
Trust
Community people
Friends
Attractiveness
People are more likely to buy from people like themselves
Authority
We feel obligation to people in power
Titles, Uniform ... even cars
Body Language
Authority alone can persuade us to accept what others say
This is why most of us will do most things our manager requests
Scarcity
Things are more attractive when their availability is limited
Fear of loss
Special offer
When we stand to lose the opportunity to acquire things on favorable terms
Consistency
&
Culture
KPI's
Accountability
Standards
You've got a great idea - but you need others to support your idea
How can you get others to support your idea or agree to your point of view
?
How to use the Tool?
1. Gain influence
2. Persuade others
Practical strategies for each principle
Identify your objectives
What do we want?
What can we give them in return?
Strategies
Remind the other person of how you've helped them out in the past
1.
2.
Try to get commitment early
Strategies
Talk about upcoming projects early on
Develop a sense of anticipation
1.
2.
Taster
Sell a small quantity of something to get buy in
(Banjo's tasting plate)
Create a 'buzz' around your project
Strategies
Get support from management, other staff, other stakeholders
1.
2.
Demonstrate where possible
Testimonials
Use of case studies
Demonstrate success
Use proof of success
Good Relationships
Strategies
Pretty simple!
Time & Effort
Build Trust
Rapport with clients
Behave consistently
Develop EI
Active Listening
People can always spot a phony!
Remember...
Strategies
Highlight well-known and respected customers
Use comments from industry experts
You
Others in Company
Other Companies
Stories
Examples
Knowledge & Experience
Application =
Brochures
Website
Professional
Office space
Smart clothing
Appearance
2. Support of project or idea
People need to know that they're missing out if they don't act quickly!
1. Selling something
Limit the availability
Set a closing date for offer
Special editions
Highlight the possible urgent consequences of not deciding
Time delays
Cost blow outs
No ongoing business
Preferred supplier
ref: 1986
Personalised
Unexpected
6
Open..
.
Strategies
SMART Action
Social Styles
Power
Authority
Influence
Inventory
Reciprocity
Commitment
Social Proof
Liking
Authority
Scarcity
= experience
= develop skill
}
A negotiator may be a buyer or seller, a customer or supplier, a boss or employee, a business partner, a government employee. On a more personal level negotiation takes place between partners, friends, parents or children.

There are minimum 2 parties involved in the negotiation process.
There exists some common interest,
Either in the subject matter of the negotiation or in the negotiating context, that puts or keeps the parties in contact.
They initially start with different opinions / objectives

the process of communicating back and forth, for the purpose of reaching a joint agreement about differing needs or ideas.
Negotiation
WIN : WIN
My Position
Your Position
defined
Collection of Behaviors
Communication
Planning & Leadership
Sales & Marketing
Psychology
Sociology
Assertiveness
Conflict Resolution
Negotiation
Underpinning Skills
etc etc etc
Who?
me
them
Other Factors...
Negotiation ... an approach for everyday problems
Full transcript