BSBLDR402 Lead effective workplace relationships Table of Contents Unit Description 5 Performance criteria 6 Skills and Knowledge 8 Range statement 9 Evidence guide 12 Housekeeping Items 14 1. Collect, analyse and communicate information and ideas 16 1.1 Collect relevant information from appropriate sources and analyse and share with the work team to improve work performance 16 Activity 1.1.1 19 Decision making 19 Sharing information 20 Activity 1.1.2 22 1.2 Communicate ideas and information in a manner which is appropriate and sensitive to the cultural and social diversity of the audience and any specific needs 22 Activity 1.2.1 26 1.3 Implement consultation processes to encourage employees to contribute to issues related to their work, and promptly relay feedback to the work team in regard to outcomes 26 Activity 1.3.1 31 1.4 Seek and value contributions from internal and external sources in developing and refining new ideas and approaches 31 1.5 Implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel as required 34 Activity 1.4.1 and 1.5.1 36 2. Develop trust and confidence 36 2.1 Treat all internal and external contacts with integrity, respect and empathy 37 Activity 2.1.1 40 2.2 Use the organisation's social, ethical and business standards to develop and maintain effective relationships 40 Activity 2.2.1 45 2.3 Gain and maintain the trust and confidence of colleagues, customers and suppliers through competent performance 45 Activity 2.3.1 49 2.4 Adjust interpersonal styles and methods to meet organisation's social and cultural environment 49 The Extravert and Introvert Dimension 53 Communication Tips for Extraverts 55 Communication Tips for Introverts 56 The Thinking and Feeling Dimension 57 Communication Tips for Thinkers 59 Communication Tips for Feelers 60 The Johari Window Concept 61 Interpersonal Styles 63 Activity 2.4.1 65 2.5 Encourage other members of the work team to follow examples set, according to organisation's policies and procedures 65 Activity 2.5.1 66 3. Develop and maintain networks and relationships 66 3.1 Use networks to identify and build relationships 67 3.2 Use networks and other work relationships to provide identifiable benefits for the team and organisation 67 Activity 3.1.1 and 3.2.1 76 4. Manage difficulties into positive outcomes 76 4.1 Identify and analyse difficulties, and take action to rectify the situation within the requirements of the organisation and relevant legislation 77 4.2 Guide and support colleagues to resolve work difficulties 77 Activity 4.1.1 and 4.2.1 80 4.3 Regularly review and improve workplace outcomes in consultation with relevant personnel 80 Activity 4.3.1 84 4.4 Manage poor work performance within the organisation's processes 84 4.5 Manage conflict constructively within the organisation's processes 84 Activity 4.4.1 and 4.5.1 87 Unit Description Description This unit describes the performance outcomes, skills and knowledge required to collect, analyse and communicate information and to use that information to develop and maintain effective working relationships and networks, with particular regard to communication and representation. No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement. Employability Skills This unit contains employability skills. Application Of Unit Frontline managers play an important role in developing and maintaining positive relationships in internal and external environments so that customers, suppliers and the organisation achieve planned outputs and outcomes. They play a prominent part in motivating, mentoring, coaching and developing team cohesion through providing leadership for the team and forming the bridge between the management of the organisation and team members. At this level, work will normally be carried out within routine and non routine methods and procedures, which require planning and evaluation, and leadership and guidance of others. Performance criteria Element Performance criteria 1. Collect, analyse and communicate information and ideas 1.1 Collect relevant information from appropriate sources and analyse and share with the work team to improve work performance 1.2 Communicate ideas and information in a manner which is appropriate and sensitive to the cultural and social diversity of the audience and any specific needs 1.3 Implement consultation processes to encourage employees to contribute to issues related to their work, and promptly relay feedback to the work team in regard to outcomes 1.4 Seek and value contributions from internal and external sources in developing and refining new ideas and approaches 1.5 Implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel as required 2. Develop trust and confidence 2.1 Treat all internal and external contacts with integrity, respect and empathy 2.2 Use the organisation's social, ethical and business standards to develop and maintain effective relationships 2.3 Gain and maintain the trust and confidence of colleagues, customers and suppliers through competent performance 2.4 Adjust interpersonal styles and methods to meet organisation's social and cultural environment 2.5 Encourage other members of the work team to follow examples set, according to organisation's policies and procedures 3. Develop and maintain networks and relationships 3.1 Use networks to identify and build relationships 3.2 Use networks and other work relationships to provide identifiable benefits for the team and organisation 4. Manage difficulties into positive outcomes 4.1 Identify and analyse difficulties, and take action to rectify the situation within the requirements of the organisation and relevant legislation 4.2 Guide and support colleagues to resolve work difficulties 4.3 Regularly review and improve workplace outcomes in consultation with relevant personnel 4.4 Manage poor work performance within the organisation's processes 4.5 Manage conflict constructively within the organisation's processes Skills and Knowledge Required skills • coaching and mentoring skills to provide support to colleagues • literacy skills to research, analyse, interpret and report information • relationship management and communication skills to: o deal with people openly and fairly o forge effective relationships with internal and/or external people, and to develop and maintain these networks o gain the trust and confidence of colleagues o respond to unexpected demands from a range of people o use supportive and consultative processes effectively. Required knowledge • relevant legislation from all levels of government that affects business operation, especially in regard to occupational health and safety (OHS), and environmental issues, equal opportunity, industrial relations and anti-discrimination • theory associated with managing work relationships to achieve planned outcomes: o developing trust and confidence o maintaining consistent behaviour in work relationships o understanding the cultural and social environment o identifying and assessing interpersonal styles o establishing, building and maintaining networks o identifying and resolving problems o resolving conflict o managing poor work performance o monitoring, analysing and introducing ways to improve work relationships. Range statement Information may include: • data appropriate to work roles and organisational policies that is shared and retrieved in writing or verbally, electronically or manually such as: o archived, filed and historical background data o individual and team performance data o marketing and customer related data o planning and organisational documents including the outcomes of continuous improvement and quality assurance o policies and procedures Consultation processes may include: • feedback to the work team and relevant personnel in relation to outcomes of the consultation process • opportunities for all employees to contribute to ideas and information about organisational issues Processes to ensure that issues raised are resolved promptly or referred may include: • conducting informal meetings • coordinating surveys or questionnaires • distributing newsletters or reports • exchanging informal dialogue with relevant personnel • participating in planned organisational activities Relevant personnel may include: • managers • OHS committee and other people with specialist responsibilities • other employees • supervisors • union representatives/groups Organisation's social, ethical and business standards may refer to: • implied standards such as honesty and respect relative to the organisational culture and generally accepted within the wider community • rewards and recognition for high performing staff • standards expressed in legislation and regulations such as anti-discrimination legislation • written standards such as those expressed in: o code of workplace conduct/behaviour o dress code o policies o statement of workplace values o vision and mission statements Colleagues, customers and suppliers may include: • both internal and external contacts • employees at the same level and more senior managers • people from a wide variety of social, cultural and ethnic backgrounds • team members Organisation's policies and procedures may refer to: • Materials Safety Data Sheets • organisational tasks and activities undertaken to meet performance outcomes • sets of accepted actions approved by the organisation • Standard Operating Procedures Networks may be: • established structures or unstructured arrangements and may include business or professional associations • informal or formal and with individuals or groups • internal and/or external Workplace outcomes may include: • OHS processes and procedures • performance of the work team Poor work performance may refer to: • individual team members • organisation as a whole • self • whole work team Evidence guide Overview of assessment Critical aspects for assessment and evidence required to demonstrate competency in this unit Evidence of the following is essential: • range of methods and techniques for communicating information and ideas to a range of stakeholders • range of methods and techniques for developing positive work relationships that build trust and confidence in the team • accessing and analysing information to achieve planned outcomes • techniques for resolving problems and conflicts and dealing with poor performance • knowledge of the theory associated with managing work relationships to achieve planned outcomes. Context of and specific resources for assessment Assessment must ensure: • access to appropriate documentation and resources normally used in the workplace. Method of assessment A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit: • demonstration of techniques in managing poor performance and communicating effectively • direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate • observation of performance in role plays • observation of presentations • oral or written questioning to assess knowledge of relevant legislation • review of consultation processes implemented to encourage employees to contribute to issues related to their work • review of documentation outlining reviewing of workplace outcomes. Guidance information for assessment Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example: • other units from the Certificate IV in Frontline Management. Housekeeping Items Take a few moments to inform the participants of the following;  Where the toilets and fire exits are located, what the emergency procedures are and where the breakout and refreshment areas are.  Inform participants of any rules, for example asking that all mobile phones are set to silent and of any security issues they need to be aware of.  Inform the participants what times the breaks will be held and what the smoking policy is.  Encourage the group to ask questions and to make this an interactive course.  Write the words Respect, Confidentiality, and Practice on a piece of flip chart paper and tape it to the wall. Explain to participants that in order to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn.  Set some ground rules for participation; o Smile o Support and encourage other participants o When someone is contributing everyone else is quiet o Be patient with others who may not be grasping the ideas o Be on time o Focus discussion on the topic o Speak to the trainer if you have any concerns  Introduce yourself as the trainer – your background, your current role and your role in the course. 1. Collect, analyse and communicate information and ideas 1.1 Collect relevant information from appropriate sources and analyse and share with the work team to improve work performance 1.2 Communicate ideas and information in a manner which is appropriate and sensitive to the cultural and social diversity of the audience and any specific needs 1.3 Implement consultation processes to encourage employees to contribute to issues related to their work, and promptly relay feedback to the work team in regard to outcomes 1.4 Seek and value contributions from internal and external sources in developing and refining new ideas and approaches 1.5 Implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel as required 1.1 Collect relevant information from appropriate sources and analyse and share with the work team to improve work performance Having accurate information is essential in assisting staff to do their work in an efficient and effective manner. Information relates to any kind of documentation or other relative information that may be useful in the performance of a job role or function, or that assists in working towards team and organisational goals. It can be specific or generic depending on where it is sourced from and how it applies to what is needed. Information can only be useful when it is;  Sufficient  Accurate  Valid  Reliable  Understood Staff members need to have the following information in order to perform their job roles; Access to and knowledge of the organisation’s Mission and Vision Statement, Code of Conduct and any policies and procedures that relate directly to Equal Employment Opportunity, Affirmative Action and ethical behaviour in the workplace An action plan so they know what they are required to do An understanding of their own job role and the job functions of other team members A clear understanding of their required performance in terms of Key Result Areas (KRA’s) and Key Performance Indicators (KPI’s) A knowledge of common and team goals and an understanding of how the goals relate to them specifically A good working knowledge on how to access information they require, including resources, other staff members and any relevant information required to perform their job Some of the areas where information can be sourced include, but are not limited to; Internet Coaches or mentors in the workplace Colleagues Industry experts Professional associations Journals and industry magazines Senior managers Results from surveys, questionnaires and other sources of feedback Statistics Social networking sites External consultants or other experts Meetings – both internal and external Company information and documentation including information from Operations, HR, Finance, Marketing etc Peers and other staff in similar industries Activity 1.1.1 Information that is not communicated to staff members in a timely manner is not useful as it becomes out of date and therefore no longer relevant to the organisation, staff members or job function. Any information that is used should be from a reliable and valid source so that staff can rely on the information to be accurate and appropriate. Information should also be validated and verified to ensure accuracy. Some of the ways to do this include;  Checking against older information  Checking against industry standards  Collating and correlating information  Benchmarking  Checking with colleagues and peers  Checking with industry bodies  Checking with associations  Matching up with different sources  Looking for duplicated information Once information has been sourced, decisions can be made using this information. Decision making Decisions can be made against information collected using data, analytical methods and any other manner of interpreting information given or provided. By using relevant and accurate data, informed decisions can be made that will weigh up all options and suggestions. This reduces the chance of unnecessary risk taking in business as decisions can be made using objective opinions that have looked at different sources of information. Reliable and accurate decisions can be made based on objective information provided. Sharing information Many organisations have a weakness in that some staff members prefer to keep information to themselves and are not willing to share the information required by others. This can be due to lack of job security or because they have not been informed of the advantages of sharing this information and how it can not only help them but also the organisation as a whole. Staff members who withhold information are actually impacting on the organisation in a negative manner. This includes such things as; Opportunities for improvement can be impacted Staff morale can suffer Staff can feel threatened Staff will become resentful of others that could be withholding information Staff may be unable to perform their jobs effectively Outputs and production can be affected It is critical for all staff members to be aware of the importance of sharing information in order for the organisation to have a competitive advantage. Sharing information can be a powerful tool for all staff members in terms of;  gaining knowledge  being aware of industry standards  understanding of job roles  increasing effectiveness and efficiency in the workplace  understanding how their job functions relate back to organisational goals, and;  maintaining industry knowledge A good manager will ensure their staff members and team members are sharing information, with each other and will also share information with their staff at all times to make sure the channels of communication are always open. Good managers understand the importance of communicating in a transparent manner and will encourage all staff to be working together to maintain a level of trust and sincerity in the workplace. Activity 1.1.2 1.2 Communicate ideas and information in a manner which is appropriate and sensitive to the cultural and social diversity of the audience and any specific needs Once the relevant and appropriate information has been gathered and collected, it is important to distribute the information to other staff members and stakeholders. The manner in which it is communicated can impact to a large degree on how it is interpreted. Some of the factors that can contribute to how information is distributed include the following;  Current knowledge of recipient of information  Understanding of the subject matter by the recipient  Current skill level of the recipient  The job role the other person is in  How long they have worked in the job role, in the industry or for the company  What their language, literacy and numeracy skills are like  What level of grammar and spoken English they have  Their background including cultural and socio-economic background The social diversity of the people receiving the information can have an impact on how the information is received. This includes any of the following that needs to be taken into consideration; English and grammar skills Cultural sensitivity to issues Religious sensitivity to issues Their perception of job security as it relates to them Job and industry knowledge Consulting with staff, industry experts, other colleagues, stakeholders and anyone else who is involved in the communication process is very important from an organisational and professional perspective. As a manager, keeping the lines of communication open at all times means that staff members will also communicate back as the opportunity and situation arises. Getting feedback from the team members on a continual basis is also important to the communication process and is the most critical tool that can be utilised at any time. Some of the ways in which feedback can be sought from team members includes; Regular team meetings Questionnaires Surveys Collating information received, both internal and external to the organisation Updates from colleagues and industry bodies Newsletters and blogs Managers should encourage feedback at all times from their staff. By encouraging feedback, their team members are more likely to provide information back to the managers and other team members which will help to improve processes and make the organisation better in many ways. Feedback should be acknowledged and accepted without criticism or detriment to the staff members providing the feedback. It should be treated in a positive manner at all times so that staff members feel comfortable in providing feedback and recognise that they are valued and their opinions are appreciated in the workplace. When team members are criticised or reprimanded for providing honest feedback they will soon stop giving their opinions and managers will not be given accurate information back. Staff members may feel worried, apprehensive or simply not bothered to give feedback. They will then become unhappy, disillusioned and possibly start looking for other jobs. Once staff turnover gets high, it will cost the organisation a lot of money to replace staff members, therefore it is in the best interest of the organisation and management itself for managers to provide a happy and conducive environment for staff members. Understanding that many things can wrong with communication is the first step towards ensuring that the communication channels in the workplace are open and as accurate as possible. One of the key elements of good communication is to have good listening skills. Listening is the key to being able to present someone with a solution to their problem, understanding their position on a subject, or making the effort to communicate back to them what you heard them say. When you actively listen, you are building a genuine interest in the other person. You pay attention and use appropriate body language to show you are listening. People feel valued and understood when they recognise that you are actively listening to what they have to say, no matter what their background, their knowledge or current skill level. You should then check for your own understanding when you are communicating with someone by reflecting back what the person has said to you. Ensure you summarise what they are saying to give them a sense that you hear them and understand them. Activity 1.2.1 1.3 Implement consultation processes to encourage employees to contribute to issues related to their work, and promptly relay feedback to the work team in regard to outcomes The processes within any organisation that encourage staff members to contribute in terms of knowledge, assistance and feedback will play a large part in how effective the actual communication will be within the company. The more open and honest the process is designed to be, the more likely the staff members will give their opinions and provide input into the system. For this reason, it is important that managers and staff alike have a well developed system in place that creates a sense of interest and availability to all employees. There are a number of different consultation processes that can be adapted and used in the workplace. These can include formal and informal processes. A formal process will usually involve written feedback and may be conducted in a formal meeting or environment where documentation is involved and a number of senior staff may be present. An informal process will usually be a comment made in passing or a quick debrief on a matter between staff members or a staff member and their supervisor. Regardless of whether the feedback is formal or informal it should be taken seriously by management. The way in which an organisation uses the processes is important. They can adapt systems and procedures from various different departments such as;  Human Resources  Marketing  Finance  Operations  Sales Organisations need to realise that their staff members and teams can provide a wealth of information on improvement and can often come up with some good ideas in relation to; Waste management Communication method Increasing efficiency in the workplace Goals Adapting resources Managers that do not always have hands on experience with aspects relating to the organisation are often the ones that make decisions around new systems and policies without consulting with the staff members that have direct experience in an area and that can often provide the best solutions and advice towards improving systems and procedures. Staff members need to receive immediate feedback on their performance and the team’s performance at all times for the following reasons;  To ensure performance is measured appropriately and accurately  To ensure they are on the right track at any given time  For staff members to be aware of how they are performing in terms of organisational goals  So employees can understand the measures that are in place in terms of work performance and how they are affected by those measures  So that they are able to rectify any problems relating to their work performance and be on track with the organisational expectations There are a number of processes that are usually implemented within any organisational framework. These processes should be identified and audited on a regular basis to see which ones are working well, and which ones need improvement. There may be systems and procedures in place that are no longer being used or being used correctly, and an audit of these will determine what can be changed, improved, removed or updated. Companies will often stick to outdated or inefficient processes and this can often be more time consuming or cause resentment among staff than if they were to investigate the options available to them and improve anything that is not working. The consultation process itself is where some organisations may fail. Often, even the most senior managers do not realise the importance of consulting with the staff members that are actually using a system, for example, to get feedback on their opinion of the system. Some organisations even recognise that their employees find a system to be a hindrance and due to the fact that they may have paid a considerable amount of money for it, they still continue to use it without being aware that it is costing them even more money in downtime and mistakes. The resentment and negativity felt by the employees may also be creating an atmosphere of distrust and anxiety among staff members. An organisation that accepts and understands that feedback from its employees is one of the most crucial avenues for improvement will be successful and moving forward at all times. For an organisation to recognise the importance and value of staff, it should keep the following in mind at all times;  To attract and retain quality people, they need to pay salaries accordingly  Staff members need to feel valued and appreciated  Feedback provided by staff members to an organisation should be taken seriously and acted on as soon as possible  Staff members should never be made to feel bad for providing honest feedback  Staff should be given responsibility according to their job roles at all times  Communication should be open and honest at all times  When staff members come up with new and innovative ideas for change, they should be recognised for their contributions  Encourage staff members to be self-motivated and self-directed  A good induction process can make all the difference  Managers should provide suitable leadership and encouragement to their team members  Employees should be trusted to do their jobs properly after appropriate training  Staff members should receive ongoing training to become more efficient and effective in their job roles  Staff members should be encouraged to perform better and be promoted accordingly Activity 1.3.1 1.4 Seek and value contributions from internal and external sources in developing and refining new ideas and approaches There will always be a number of people involved in the consultation process within any organisation. These will include internal and external people such as; Customers Suppliers Vendors Internal staff Stakeholders Senior managers Board members Refining new ideas is the process of continuous improvement that should be adopted by all organisations to improve their processes and procedures at all times. Continuous improvement means that a company is changing, adapting, improving and expanding at all times. Part of the continuous improvement process for a company involves building trusting and appropriate relationships with stakeholders to ensure they are providing honest and accurate feedback at all times. Building successful relationships with others means that; Feedback is honest at all times Communication is open between staff members and stakeholders Ideas are exchanged freely Suggestions are encouraged Processes can be monitored appropriately Confidential information will be taken seriously Goals are achieved The types of relationships between employees themselves and between employees and external customers or suppliers will impact directly on the efficiency, effectiveness and success of an organisation. Without employees, an organisation would not exist. Companies that recognise, value and appreciate their staff members will be most successful in the long term than those that don’t. There are a number of costs involved in employee turnover, and the more turnover there is in an organisation, the more cost to a company – both from a financial perspective and from a morale perspective. Employees that are unhappy at work are not productive. They tell family and friends, who then tell other family and friends. Bad news spreads quicker than good news, so a company that does not look after staff members will soon get a reputation in the marketplace that they are not a good place to work at, and as a result, this reputation can impact in a negative manner on the sale of products or services also. Employee attitude will also be evident in their dealings with suppliers and vendors, customers and other stakeholders. Valuing, understanding and accepting any contribution from internal and external sources is one of the best ways for an organisation to move forward and grow, while maintaining a competitive edge. Employees that become unmotivated or negative in the workplace will not be efficient or effective workers. They will not be trying to reach organisational or team goals and they won’t want to improve themselves, the systems or their job roles. Contributions can be sought relating to any of the following; Product quality Customer service levels Systems and processes Managing waste Managing and utilising resources Complaints Employee health How communication is shared Further training for staff Induction processes Absenteeism and employee turnover Any of the above mechanisms can be used to gain meaningful and accurate feedback to improve the processes and systems in place within an organisation. Receiving the contributions from any of the above means the organisation should then look at changes and avenues to improve. Ways in which contributions can be received include; Questionnaires Anonymous surveys Feedback forms Informal and formal feedback Sales figures General market feedback Benchmarking Comparing with industry standards 1.5 Implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel as required There are a number of processes that can be implemented within any organisation to make the communication system work well and be adapted and utilised to the best advantage. Some of these specific activities that can assist in this process can include, but are not limited to; Formal meetings Informal meetings Collating information from complaint forms or feedback forms Email responses from customers, suppliers and vendors Information sourced from newsletters or blogs Media and press releases, as well as stories relating to the company that may be published on the internet or in other media An organisation needs to take into serious account the ease with which information can now be distributed and how quickly bad press or publicity can affect its reputation. The relevant staff members need to be advised of changes as they happen or are expected to happen. All staff should be aware of changes in the marketplace or in the industry they are in and management should have in place systems and processes to communicate these changes to their staff members at all times. Companies that do not advise staff members of changes to technology, products or updates run the risk of appearing unprofessional and inconsistent in their approach to staff members and the market itself. Often, internally there can be some issues that create problems, such as; Staff members that do not get along Lack of resources to communicate effectively or complete job roles properly Unrealistic deadlines and targets Poor motivation from employees Lack of appropriate training Personality clashes between staff members Personality clashes between staff and managers Concerns over safety in the working environment Harassment or bullying issues Lack of specific role definition If any of the above mentioned issues are present, it is important from a management perspective to indentify and rectify these issues immediately to avoid situations getting worse or escalating out of control. Managers may need to enlist the assistance of any of the following relevant personnel to help;  Senior management  Colleagues  Specialists  Industry experts  OHS staff or specialists  HR staff  Independent staff Activity 1.4.1 and 1.5.1 2. Develop trust and confidence 2.1 Treat all internal and external contacts with integrity, respect and empathy 2.2 Use the organisation's social, ethical and business standards to develop and maintain effective relationships 2.3 Gain and maintain the trust and confidence of colleagues, customers and suppliers through competent performance 2.4 Adjust interpersonal styles and methods to meet organisation's social and cultural environment 2.5 Encourage other members of the work team to follow examples set, according to organisation's policies and procedures 2.1 Treat all internal and external contacts with integrity, respect and empathy Contacts, both internal and external to an organisation are important to the success of any business. Utilising them in the workplace is a powerful method of ensuring that managers you are always knowledgeable and up to date with who’s who in the industry. It is also important to know who can help and who you can help at any given time. Treating people with respect at all times is a given. Treating contacts, colleagues, peers and other stakeholders to an organisation with respect is a must. “Have the courage to say no. Have the courage to face the truth. Do the right thing because it is right. These are the magic keys to living your life with integrity.” W Clement Stone Determining how to treat others in a respectful manner that encourages integrity at all times is one of the key aspects of being a good manager. Good managers understand the importance of working with others, and they recognise that contacts are a valuable source of assistance in the growth of an organisation. Managers should attempt to build a solid base of contacts that they can call on at any given time to help them in situations. Managers who have good contacts at their fingertips are often regarded as professional and knowledgeable. It is also important to understand the difference between empathy and sympathy. A manager can have good empathy to understand what a team member or staff member is going through, but they also need to understand their limitations and where they are no longer able to help, to know to refer the staff member to a relevant person who can help. For this reason, managers should have a good working knowledge of contacts that can help on a professional basis and on a personal basis for staff members in need of extra assistance. In the book, To Kill a Mockingbird, Harper Lee, 1960, Atticus explains to Scout, “You never really understand a person until you consider things from his point of view... until you climb into his skin and walk around in it.” Effective managers understand that everyone has a story. People don’t always communicate their story. They may not tell you that they are currently going through a divorce, or having a personal crisis, or that they are having financial difficulties etc. For this reason, empathy needs to be utilised at all times. Your perception of someone will change when you find out what they are going through. But as mentioned earlier, be mindful of the fact that they will not always tell you when they are going through something. Managers need to be assertive, firm, respectful, empathetic and act with integrity at all times. Acting with respect, integrity and empathy is a choice. These are qualities that make a person and will encourage respect from others. These qualities should be considered the foundation blocks to setting ourselves up as managers. People who act and behave from these positions will usually display the following qualities; They will appear to have less problems to deal with on a day to day basis They react well to situations that are out of their control They always seem to be acting in a calm and quiet manner They seem to make decisions that are clear and sound Are more likely to ‘respond’ to situations People who are not utilising or demonstrating these qualities will usually; Seem frazzled and disorganised Easily blame others for what goes wrong Seem to be constantly ‘reacting’ rather than ‘responding’ to situations Find that it is difficult for them to make decisions Displaying qualities such as integrity, respect and empathy are not about morals or comparing yourself to others. These qualities simply indicate that as a manager you have made a choice to treat others in this way, and naturally you will probably be treated in the same way yourself. Manager can define themselves based on displaying these behaviours and qualities. Having these qualities indicates that a manager can accept responsibility for their actions, take ownership for their results and maintain accountability for their job role at all times. They will feel aligned with their goals and the goals of the organisation. They will seem to be using less effort to get better results, while attracting like minded employees and retaining valued employees in their team. Activity 2.1.1 2.2 Use the organisation's social, ethical and business standards to develop and maintain effective relationships Ethical behaviour should be practiced at all times by a manager. A manager, as a professional, needs to display an ability to understand and empathise with their staff members, while maintaining an ability to do the right thing at all times. The guiding principles that dictate the manner in which a manager behaves will most likely be part of the policies and procedures of the company for which they work. Moral and ethical standards apply to the conduct of a person or group of people. Ethical behaviour includes;  Being fair to all staff members at all times – Managers should display fair and just behaviour towards others.  Showing respect for all staff members – Team members must be treated with respect. Managers should never belittle or degrade a staff member or make an example out of them in front of the others.  Displaying trust and integrity - A good manager can be trusted, will always display integrity and keep to their word. Integrity means carrying out duties as a manager in a morally correct manner.  Being honest at all times – Staff members deserve to be told the truth so a manager should always be honest and upfront with the them, while still maintaining relevant levels of confidentiality that apply to their job roles.  Following policies and procedures as set out by the organisation for which they work - The organisation will have set policies and procedures that should be followed. Often these policies will relate back directly to legal requirements so it is important they are adhered to at all times.  Knowing where limitations end - Managers will often want to help their learners. They should be aware that sometimes they cannot help and intervention or referral may be necessary. The culture within any organisation can make a difference to whether or not employees enjoy coming to work or feel resentment at the thought of going in to the office every day. The culture itself is usually defined by management and staff alike. Culture encourages staff members to identify themselves within the organisation. Ideally, the culture at any organisation should incorporate any or all of the following; Honesty and transparency A dynamic place to work An understanding of the employees in terms of how they are helping to reach the overall objectives Support of goals and vision statement of the company A loyalty to other staff and customers Everyone working as part of an overall team to reach the required objectives Staff members are valued and appreciated Career progression is encouraged Ethical behaviour is displayed at all times, by staff and management alike Ethical behaviour in the workplace is without doubt one of the most important and crucial factors for any organisation to both encourage and enforce. Behaviour in the workplace should tie in directly with the values of the organisation and when a staff member is behaving according to the values set out by the organisation, they are effectively working in an ethical manner. Values and ethics exist in every workplace. The mission statement or vision statement of an organisation will dictate the underlying values of the culture for the employees. When staff members and managers behave in an ethical manner, they are effectively displaying integrity, credibility and respect towards others. In turn, they will be shown respect from their staff members. Ethical behaviour includes the following; Being honest Acting in a reliable and responsible manner Showing everyone the same amount of respect Doing what they say they will do Following up any actions they need to follow up Leading by example Acting with credibility Being consistent Understanding that everyone has a point of view and respecting differences Displaying ethical behaviour in the workplace and as a manger or staff member means that effective relationships can easily be formed and maintained. Company values will be stronger and staff loyalty will increase. Staff will feel more motivated and inspired to work in the organisation. An organisation that shows integrity by encouraging staff to behave in an ethical manner at all times will develop a positive reputation in the marketplace and will be known as a happy and fun place to work. Work practices should at all times be fair and just and treat all employees with respect. Employees should never experience discrimination against their race, age, gender, marital status or religion. They should be treated equally and fairly at all times based on their work merit. There are a number Acts within each State that will protect employees against discrimination along with Equal Employment Opportunity and Affirmative Action Legislation. There are a number of Acts within NSW that protect workers and management alike. Some of them include;  Occupational Health and Safety Act 2000  Occupation Health and Rehabilitation Act 2001  Industrial Relations Act 1986  Workplace Relations Act 1986  Workplace Amendment Act 2005  NSW Anti-Discrimination Act 1977 Activity 2.2.1 2.3 Gain and maintain the trust and confidence of colleagues, customers and suppliers through competent performance Competent performance is the manner in which staff members treat each other and treat customers. Being competent gives the organisation a professional advantage as it means;  Customers and clients get the best service possible  Customers and clients will want to deal with the company  Referrals will come easily  People will trust and respect the organisation because it will be acting out of integrity Colleagues include; Customers include; Suppliers include; Peers Current customers Vendors Industry experts Prospects Affiliates Managers and supervisors Previous customers Gaining and maintaining trust and confidence of anyone is easy. Once you behave with integrity, once you can build rapport, once you stick to your word and are honest and sincere, you will then have the trust and confidence of others. If it is so easy, why do so few managers and organisations display these qualities? If staff members are feeling;  Stressed  Overworked  Underpaid  Insecure in their job roles  Bullied or harassed ...they may find it difficult to operate from the qualities that indicate trust and honesty. As a manager, it is important to try to recognise when staff members are feeling angst over any of the above and realise that it is not a good working environment for them to be in, as well as the damage it can be causing the company in terms of loss of sales or creating a bad reputation. Trust within a working environment is important to ensure that customers and staff can rely on you to deliver what you say you will deliver, when you will deliver it. It encourages customers to know that they can trust you when it comes to agreements and arrangements relating to business. When people can be confident of your honesty and interactions, and know they can rely on you, it is easier for them to share information with you, do business with you and trust you to do the right thing by them. Respect is when people show regard for the opinions and feelings of others. You will always protect someone’s self esteem if you are showing them respect and trust. Respecting self esteem in others should be the first rule of management. Managers should direct and motivate their staff, but if they are not showing the respect and trust they deserve, their team will not value them or be motivated to work for them. When communicating with others, if you show trust, understanding, active listening and respect you will be considered a fair and just manager, you will automatically gain the respect of others, and your staff will value you and appreciate you as a manager to them. It is important to gain mutual respect and trust in all business relationships. Mutual respect and trust creates reciprocation. A manager that does not respect his or her team will create anxiety and conflict within that team. When a manager is acting in a disrespectful manner, employees will have less self esteem, they will feel as though they are not valued, and possibly also feel as though they are not understood in the workplace. They will lack confidence and begin to lose productivity. Open and honest relationships need to be developed with; Customers – internal and external Supervisors Managers Senior managers Suppliers and vendors Board members Other stakeholders Trust can be influenced by any of the following factors; Cultural differences Background Knowledge Experience Motivation Personalities Attitude Having trust and confidence in others when it comes to business dealings means that;  Customers will keep coming back  Customers will refer others to your business  You will always have assistance when necessary  Staff will want to help whenever they can  You will be relied on to help others  You can work together to achieve team goals  Staff will be happy and motivated to come to work  Staff will be loyal and appreciate their jobs  Confidentiality will be maintained at all times Activity 2.3.1 2.4 Adjust interpersonal styles and methods to meet organisation's social and cultural environment As discussed earlier, the culture within any organisation makes a difference to employees, their motivation levels, their enjoyment of work and whether they want to come to work. Culture is usually dictated by management and staff and is a way of encouraging employees to identify themselves within the organisation. Workplace culture can be positive or negative and ideally a manager needs to focus on making the culture positive so that going to work is a positive experience for everyone. Once a manager builds a culture around high standards from an ethical perspective, the organisation will be known as a good place to work and will have a reputation that encourages trust and respect in the workplace. The cultural and social environment of any organisation will be obvious to customers, internal staff, external suppliers, vendors, stakeholders and anyone who is involved with or has dealings with, the organisation. Healthy cultures within an organisation will usually be obvious by; Employees being motivated and driven in the workplace Employees demonstrating clear knowledge of the vision and mission statements and company goals Managers that display flexibility, show responsibility for actions, accept ownership for actions and that are approachable and fair and just Clear communication at all times Encouragement of employee progression and career development An organisation that values and encourages growth in the workplace Good employees will stay with a company that has a vibrant and ethical culture. If a company does not display a culture of integrity, it is likely that good employees will look for work elsewhere and the only employees left are ones that lack confidence because they cannot get a job or do not want to look for further challenges. Some of the characteristics of a culture where it is evident that staff members are unhappy due to unethical behaviour, lack of respect or lack of motivation include; Employees who keep information to themselves due to lack of job security Productivity and motivation decreases Staff members who come to work ‘because they have to’ or ‘have no choice’ Staff members who, when asked how they are, say things like, “Getting there” or “OK for a Monday” Employees who do not provide exceptional customer service therefore creating a bad reputation for the company in the marketplace Staff members who resist change of any kind, including change that is clearly for the better Employees who stop giving opinions and advice as they feel they are not understood, valued or heard Managers should monitor the health of their employees and organisation in much the same way as they would monitor their own health. As soon as something appears to be going wrong, or alarm bells start ringing, they should investigate the root cause of a problem, eliminate the situation if appropriate and exercise measures of control to maintain the problem or prevent it from escalating or happening again. There are a number of different psychometric programs and concepts that relate directly to interpersonal styles. Some of the most popular ones include;  Myers Briggs  DISC  The Johari Window A bit of information on Myers Briggs and the Johari Window are included on the next few pages. There are four dimensions to the Myers-Briggs Theory which gives reference to 16 different personality types. We are only going to discuss the two of the most easy to recognise dimensions with some tools to help you recognise them and how to adjust your communication style to get your message across. It works as follows: There are 4 Dimensions relating to the ways in which people we will cover Introvert/Extrovert and Thinker/Feeler: Energise or charge their batteries up The sorts of information they pay attention to (not covered here) The criteria they use to make decisions And the way they like to run their lives (not covered here) Within each Dimension are 2 opposite behaviours, called Preferences and according to the Myers Briggs type indicator, we all have an inborn preference. The Extravert and Introvert Dimension Extraversion - a quick overview People who are Extraverts need to interact with the world around them to charge up their batteries and feel alive. They prefer to be with other people, even just being in the same room as other people can liven them up. They are energetic, animated, they talk out loud, think out loud and like to be involved. Too much time alone for an Extravert would leave them restless and drained. The extrovert needs interaction with others to energise themselves. Introversion – a quick overview You don’t have to be a recluse, bookish, dislike people or wear an anorak to be an Introvert. We are not thinking in terms of media depictions or Hollywood film type-casting here, Introverts are not really Extroverts waiting to be discovered and set free. Introverts are energised by their inner-world; they find strength from within so naturally they need time away from other people to draw on this. They tend to be private, self contained and reserved, their manner in conversation is not as excitable and demonstrative as an Extraverts. Too much social interaction leaves them weary and drained, they don’t like to be the centre of attention and shy away from the limelight in the way they act, speak and dress. Most people know, or have an idea of, what personality type they conform to most. When meeting new people in the workplace it can be difficult to get a handle on what other people’s personality types are. The only way to really get a firm sight of what kind of personality you are dealing with is to speak to people and to monitor how they conduct themselves. One way of doing the latter is to hold “ice-breaking” or “getting to know you” games and sessions. By playing certain games and by monitoring people, you can find out a lot about what kind of person they are. A few tips on what to look out for: Extravert Introvert Speak their thoughts out loud Order their thoughts first, then speak Social interaction gives energy, charges them up Charged up by introspection, drained by social interaction Generalise Specialise In social situations they’re in feet first Prefer to observe on the sidelines first Variety is the spice of life One thing at a time- often people too Care more about their affect on others Care more about the affect others have on them More animated and expressive More private, reserved and contemplative Energy comes from people and things outside of themselves Thoughts and ideas inside, their inner world provides energy Like discussion Like to reflect Talkative Quiet Small talk is easy Small talk is difficult Friendly and outgoing Reserved and unlikely to be the instigator of conversation with people they hardly know Lots of friends and acquaintances Few but deep friendships Communication Tips for Extraverts  Isolation will make them miserable and restless, so try to involve them in a buzzing environment with lots of people  Don’t take it personally that they need to be with lots of people no matter how special you are to them  Give positive feedback, if this makes you feel uncomfortable or you are worried that you may come across as insincere then perhaps send them a note to show your appreciation  Extraverts like to take action, if you go to them with an idea or proposal expect them to want to act upon it immediately  Understand that an Extravert needs to vocalise their thoughts in order to organise them, if you interrupt them too much they may lose their thread and become frustrated  If you find a particular Extraverts energy overwhelming, try telling them that you only have five minutes until your next appointment, this will focus their mind and hopefully encourage them to get to the point  Be prepared to discuss a number of varied topics at once, remember that long silences make them feel uncomfortable and may cause them to ramble  Remember, being the centre of attention for Extraverts can be invigorating and fun, don’t spoil the experience for them with your own misgivings and embarrassment Communication Tips for Introverts  Try to focus on one point at a time  Don’t press for feedback straight away, give them time to think about it  Arrange times for discussion rather than interrupting them with questions  Respect their privacy, they will not feel comfortable discussing their private life and will be hurt by any indiscretion  Introverts need time on their own to charge their batteries, do not be offended if they ask to be left alone or are not interested in socialising too much  Encourage them to contribute when appropriate  Do not feel that you have to fill the silences, they are probably thinking and so would be distracted by talking  Pressuring them to be sociable is unreasonable and stressful for them  Remember their aversion to the lime light, try not to draw unwanted attention to them The Thinking and Feeling Dimension Thinkers - a quick overview People who use logic to analyse situations and make decisions are called Thinkers. Thinkers use impersonal criteria to assess problems and to reach solutions. They generally strive to be fair and consistent taking all relevant information into consideration and try to be objective wherever possible. Thinkers can appear to be stoical and reserved because they prefer to keep their emotions in check. Thinkers have an excellent ability to spot flaws in arguments and remain cool when under fire; they don’t shy away from conflict. They often enjoy a lively debate and relish the opportunity to examine both sides of the argument and are therefore accomplished at playing Devil’s advocate. Thinkers tend to be competitive, assertive and thick skinned as they usually take constructive criticism in an objective manner. Feelers – a quick overview People who use subjective criteria in their decision making process are called Feelers. They base judgements on their own values and assess how the outcome will affect other people. They are warm and friendly and are driven by the need to understand people. They like to connect with others on a personal level. They want to be liked and try hard not to upset people by disagreeing with them or hurting their feelings. Feelers value honesty but not at the cost of offending people unnecessarily (as they see it), they try to be tactful and may sometimes simply omit negative comments altogether. Feelers will be tolerant of others viewpoints and ideas unless they are offensive to their own ideas and beliefs, then they become assertive and will stand their ground. A few tips on what to look out for: Thinker Feeler Won over by logic Won over by feelings, emotional appeals Tend not to take or mean criticism personally Take things personally, are sensitive to others needs/feelings Are fair minded and want justice Tender hearted, want harmony Honest and truthful even blunt Tactful, and diplomatic Value competence Value relationships Judge using consistency and fairness Judge using extenuating circumstances and mercy More distant and businesslike Like social niceties Assertive More gentle Feel good mastering new skills or finding more efficient ways to do things Need validation to feel good Objectively weigh up pros and cons to decide on the right thing to do Make decision based on their own values and beliefs and how others feel or are affected by it Communication Tips for Thinkers  When presenting an argument, base your statements on what is logical and fair, do not make emotional pleas  Thinkers respect people who appear to be calm and in control so take time to gather your thoughts before approaching one  Think about the logical consequences of what you are proposing, a Thinker will do exactly the same and so you will be in a position to discuss all the points they will raise  Be prepared to debate, stay focused rather than defensive and keep your arguments rational.  Thinkers will play Devil’s advocate in discussions so accept that what they are suggesting may not actually be their personally held views  Be clear about what you want from them, if you are just airing your views or getting something off your chest a Thinker will try and help you solve your problems, which may not be what you wanted. They may also become exasperated when you ignore their advice  Don’t ask them how they feel, ask them what they think  Be assertive, say what you mean, Thinkers can take criticism as long as it is backed up by facts  Value their natural skills and use them appropriately, Thinkers are calm in a crisis and can make quick objective decisions  Thinkers value competence and efficiency so do your homework and don’t repeat yourself  Generally more Thinkers remain calm under fire, save important discussions until you feel ready to present a composed and rational standpoint Communication Tips for Feelers  Try to focus on the point they are making rather than trying to spot flaws in their arguments  Feelers take criticism personally so try to be as tactful as possible and be sure to include positive feedback so they don’t feel under attack  Feelers will warm to proposals and ideas if they feel that they are benefiting people in some way so highlight the humanitarian aspects of your ideas  Never dismiss their feelings no matter how illogical you think they are, they will be offended if you do not take them seriously  If you feel uncomfortable in a one to one situation with an emotionally charged Feeler in a discussion, allow them to get their feelings off their chest, remember that they may not be expecting you to solve their problems, rather they are just venting their frustrations  Always show that you listening, this is an important skill which a Feeler will greatly appreciate  Feelers are driven to understand people, sharing some personal information or feelings about your discussion will allow them to warm to you and feel at ease  Always express your appreciation (Feelers will suffer from a lack of positive feedback), this could be in the form of a note, or even a card  Conflict and disharmony make Feelers very uncomfortable and anxious so try to avoid arguing for the sake of discussion. Do not play Devil’s advocate but be honest and forthright about your opinions and feelings  Value Feelers for their strong values and ability to empathise and nurture others The Johari Window Concept Johari identified four dimensions of each person as follows: According to Wikipedia, a Johari window is a cognitive psychological tool created by Joseph Luft and Harry Ingham in 1955 in the United States, used to help people better understand their interpersonal communication and relationships. It is used primarily in self-help groups and corporate settings as a heuristic exercise. When performing the exercise, the subject is given a list of 56 adjectives and picks five or six that they feel describe their own personality. Peers of the subject are then given the same list, and each pick five or six adjectives that describe the subject. These adjectives are then mapped onto a grid. Charles Handy calls this concept the Johari House with four rooms. Room 1 is the part of ourselves that we see and others see. Room 2 is the aspect that others see but we are not aware of. Room 3 is the most mysterious room in that the unconscious or subconscious part of us is seen by neither ourselves nor others. Room 4 is our private space, which we know but keep from others. The concept is clearly related to the ideas propounded in the Myers-Briggs Type Indicator programme, which in turn derive from theories about the personality first explored by the pioneering psychologist Carl Jung. Quadrants Adjectives that are selected by both the participant and his or her peers are placed into the Open quadrant. This quadrant represents traits of the participant of which both they and their peers are aware. Adjectives selected only by the participant, but not by any of their peers, are placed into the Hidden quadrant, representing information about the participant of which their peers are unaware. It is then up to the participant whether or not to disclose this information. Adjectives that are not selected by the participant but only by their peers are placed into the Blind Spot quadrant. These represent information of which the participant is not aware, but others are, and they can decide whether and how to inform the individual about these "blind spots". Adjectives which were not selected by either the participant or their peers remain in the Unknown quadrant, representing the participant's behaviors or motives which were not recognized by anyone participating. This may be because they do not apply, or because there is collective ignorance of the existence of said trait. Johari adjectives: A Johari Window consists of the following 56 adjectives used as possible descriptions of the participant. In alphabetical order they are:  able  accepting  adaptable  bold  brave  calm  caring  cheerful  clever  complex  confident  dependable  dignified  energetic  extroverted  friendly  giving  happy  helpful  idealistic  independent  ingenious  intelligent  introverted  kind  knowledgeable  logical  loving  mature  modest  nervous  observant  organized  patient  powerful  proud  quiet  reflective  relaxed  religious  responsive  searching  self-assertive  self-conscious  sensible  sentimental  shy  silly  smart  spontaneous  sympathetic  tense  trustworthy  warm  wise  witty Source: www.wikipedia.org Interpersonal Styles What are some of the skills that make managers and staff members able to communicate effectively? On the list below, select the ones that you think would relate directly back to having good interpersonal skills. Add any others you can think of.  Active listener  Is able to explain things clearly and succinctly  Is a good listener  Is fair and reasonable  Encourages staff to do better  Is able to stay calm  Challenges thoughts and ideas  Is approachable  Applies the values of the organisation to their job role at all times  Can see the big picture but knows when to hone in on the smaller picture  Understands others  Knows how to give positive and constructive feedback  Negotiates well  Gives clear feedback  Provides feedback immediately  Praises staff members who are performing well  Takes ownership of their job function  Holds themselves accountable  Accepts responsibility for their actions  Works well with others  Transparent in their communication  Is a good decision maker that accepts their actions once a decision has been made What other qualities can you think of?  ________________________________  ________________________________  ________________________________  ________________________________ Activity 2.4.1 2.5 Encourage other members of the work team to follow examples set, according to organisation's policies and procedures A manager is required to; Act in a professional manner at all times. This includes behaving ethically and within integrity. Act in a trusting manner and protect self esteem Assist their team to understand the mission statement and company goals Lead by example Take their staff members seriously Understand relevant legislation including OHS principles and keeping their staff safe at all times Seek guidance from others if they don’t know what to do in a situation Set relevant standards for their team members to adhere to and work with Address inappropriate behaviour as soon as it begins Promote a culture of transparency and approachability Delegate accordingly The organisation itself will have a set of procedures and guidelines or a Code of Conduct that needs to be followed at all times by employees. Managers are responsible for ensuring that they follow these guidelines and that they encourage their staff members to follow and adhere to these guidelines also. If a manager sees that an employee is not behaving in an ethical manner that goes against the company Code of conduct or procedures, they are required to address this issue immediately and take it up with relevant authorities or escalate the matter if required. Activity 2.5.1 3. Develop and maintain networks and relationships 3.1 Use networks to identify and build relationships 3.2 Use networks and other work relationships to provide identifiable benefits for the team and organisation 3.1 Use networks to identify and build relationships 3.2 Use networks and other work relationships to provide identifiable benefits for the team and organisation This section encompasses both 3.1 and 3.2. Brainstorm with the group: What is a network? ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ Networking is the term used to describe an interaction with other people and the forming of business relationships to benefit all parties involved. Networking provides an opportunity for to develop communication and people skills. We are all familiar with the saying; “It’s not what you know, it’s who you know.” Networking is the perfect example where this saying rings true. Successful business owners and managers invest a decent amount of time into networking as they are aware of the benefits created through these opportunities. There are usually 3 main steps involved in successful networking; 1. Communicate with people you would be interested in networking with 2. Determine how the person / people you meet can help you now or in the future 3. Maintain contact with the person / people “The best minute I spend is the one I invest in people” Ken Blanchard and Spencer Johnson Networks in relation to business are usually; A system of communication between people A method of connecting people from similar business disciplines A group of people with like interests and knowledge that get together on a regular basis Internal and external Networks within an organisation form a valuable and important part of the entire process relating to the systems and procedures in place. Networks can include the following;  A group of staff members internal to the organisation that work for the same team  A group of staff members internal to the organisation that work within different departments  A group of staff members from different offices throughout Australia or the world  A group of people from the same industry that work in different companies that get together and exchange ideas or knowledge on a regular basis  A group of people with common interests that get together on a regular basis  Professional industry associations that are relevant to the job needs of people within that industry  IT related information data systems Managers who encourage and develop networks within their teams will find that employees will work better together and encourage and motivate each other to do well. Networking activities should be conducted on a regular basis to ensure communication with others is always open, honest and staff members are finding out and sharing the latest information at all times. By networking, staff may be able to find out the following;  Latest technological advances from competitors  Industry trends  Continuous improvement process  Government and regulatory activities  Changing requirements of staff and customers  Legislative issues and changes to their industry  Cultural factors within the organisation that can be creating an impact These issues are what could create change or impact on an organisation, its bottom line, staff turnover and motivation and anything else relative to the industry or organisation. Managers and employees need to be aware of the benefits of networking, both within the organisation and external to the organisation. Managers should encourage staff to become members of industry bodies relating to their job roles or industry and then encourage attendance at some of the events relative to the networking groups. Some of the benefits from an organisational perspective include; Staff will be familiar with others in the same job roles in other companies Staff members can be advised of latest changes in industry, technology, legislation or regulation Access to mentors and coaches in similar job roles Potential for partnership arrangements Some networking strategies for staff and managers include; Attend seminars and conferences Become a member of an industry body Send out information about yourself or your organisation to others Join a social networking site Join a networking group Attending Seminars and Conferences This is a great opportunity for people with similar interests and backgrounds to meet and share ideas, knowledge and contacts. Conferences range from day long to weeklong sessions. They usually involve attendees from similar industries getting together to listen to industry experts present papers, findings, give lectures, see trade displays or attend other social activities such as dinners. Seminars are generally smaller and shorter meetings which can take place during breakfast, lunch or for just a few hours during the day or evening. They are usually considered small business functions and may involve a member of industry discussing new concepts or ideas within the area of interest. Whichever of these you choose to attend, ensure you have a good supply of business cards on hand in case you meet a lot of people you want to give your details to. Become a member of an industry body Industry bodies provide an ability to associate with a group that represents common interests among members. When deciding which industry bodies to become a member of, you should consider what objectives you hope to achieve from your association. In order to get the best value out of joining an industry association, you should consider some of the following; Are you able to attend some of the events they hold? Is the industry something that relates to your business? Do they offer free events? Is there a yearly conference you can participate in? What is the main demographic of the people who are members? How much does it cost to join? What kind of exposure will joining give you and your business? Send out information about yourself or your organisation to others This is a good way to get exposure and be known in the industry. You can send out regular newsletters, blogs or other comments, company brochures or anything else that may be of interest to members of other companies. Join a social networking site Social networking sites such as Linked In (www.linkedin.com.au) are becoming more popular. Studies are showing that they are the way of the future when it comes to employers looking to hire staff and one of the most popular networking tools around. If you want to increase sales or your exposure to other people in your industry, joining a networking site is a good starting point. An interesting You Tube video depicts the statistics involved in social networking sites; http://www.youtube.com/watch?v=sIFYPQjYhv8 Note that at time of publication this was accurate. Join a networking group Networking groups provide you with a chance to become a member and attend functions for less than non-member prices. Some networking groups are targeted at specific areas such as Entrepreneurs, Sales People, Business Professionals, Young Professionals etc. They also offer an opportunity to attend networking sessions after work, during lunch or breakfast. A lot of them are now offering a Speed Networking service where you are introduced to a number of contacts in the time you attend. Take heaps of business cards! Identify network opportunities Networking opportunities can be varied and sometimes not as obvious as others. Something as simple as maintaining contact with someone, which in itself is considered Networking, can also provide an opportunity to further network with others. For example, how many times have you mentioned something to a colleague or friend in passing and they say “I know someone who can help with that!” By making a conscious effort to stay in contact with people, to remember details about them such as birthdays, wives names, children’s names or hobbies etc (keep notes if you need to), you can make a better impression on them and they will be more receptive to helping you also. Some of the acquaintances you can make or maintain contact with include;  Old classmates from schools or university  People you attend training with  Acquaintances from previous workplaces  People you meet at sporting associations  Clients or customers  People you meet at conferences, seminars or trade fairs  Parents from school associations  Family and friends  People you meet at the gym  The local community  People from local shops A network opportunity can present itself at any given time. Identifying these simply means you can maintain the circle of contacts you do have, while looking at other ways to branch out and increase your contact list within that. You may not always see the potential benefits of having someone as a contact, and regardless, you should treat every potential contact as someone who can create benefit for you in the future, and who you can mutually help in the future. People often don’t realise that they network on an informal basis almost regularly. If a family member or friend needs a good mechanic or hairdresser, and yours is worth the referral, you provide that information to them. The mechanic or hairdresser may not even realise that you would be a good networking source for them, but the fact that they provide a good service makes them worth referring on. Think of each meeting you have with someone as a networking opportunity. A real life example of this is; Sally found herself in an elevator on the way to her dentist with Sarah, who was delivering an extraordinary bunch of native flowers. Sally introduced herself to Sarah and asked about the flowers as she felt they would make a great focal point in her office in the reception area. Sally discovered that Sarah had just started a business where she delivers these flowers every week to companies as part of a sign-up service. Sally gave Sarah her business card and Sarah was thrilled to discover that Sally was an Accountant. She had been looking to get some advice for her new business. They decided to offer each their services in return which worked out perfectly for both of them. If you think of every meeting as an opportunity to network, you will be tuned in to be consciously aware of who can benefit from your services, and how you can benefit from theirs. When you do meet someone, record the information relevant to them somewhere handy. Usually this means keeping a business card, but also make sure to note down some important information relating to the meeting, such as if you discussed their interests, the child coming first in the local swimming competition or the fact that he and his wife take yearly trips to Italy. Every piece of information can help. Find out; Where they work What they do What their company does Who they would associate with What skills and knowledge they have Whether they have access to other people or information that can help you “Take a minute. Look at your goals. Look at your performance. See if your behaviour matches your goals.” Ken Blanchard and Spencer Johnson Activity 3.1.1 and 3.2.1 4. Manage difficulties into positive outcomes 4.1 Identify and analyse difficulties, and take action to rectify the situation within the requirements of the organisation and relevant legislation 4.2 Guide and support colleagues to resolve work difficulties 4.3 Regularly review and improve workplace outcomes in consultation with relevant personnel 4.4 Manage poor work performance within the organisation's processes 4.5 Manage conflict constructively within the organisation's processes 4.1 Identify and analyse difficulties, and take action to rectify the situation within the requirements of the organisation and relevant legislation 4.2 Guide and support colleagues to resolve work difficulties This section addresses 4.1 and 4.2. A lot of managers or staff members adopt an attitude of ignorance when it comes to situations that create or cause difficulties. This is not a good idea as often when you ignore a situation it can actually become worse. Some of the reasons why these situations are usually ignored include; Lack of confidence from management in resolving situations Lack of training for staff members in how to handle difficult situations Some managers do not like confrontation Managers or staff members may be too busy to address a situation Managers may feel the situation is not that serious and resolution can wait Some managers may be worried that confronting the problem could make it worse If managers or staff members are concerned about addressing situations for any of the abovementioned reasons, then it is likely that further training is required in these areas. Further training could be provided around any of the following to help staff members to further develop their skills in resolving or addressing situations; Conflict Resolution Leadership Skills Supervisory Skills Managing Conflict in the Workplace Handling Difficult People Assertiveness and Coaching Skills Any negative conflicts or situations should be managed immediately and appropriately as they can often increase in severity quite quickly. It is these kinds of conflicts that create a negative organisational culture and then escalate out of control to end up creating ill feeling, negative vibes, lack of productivity or motivation in employees, and in some worse-case scenarios, law suits. Where there are high levels of conflict in a workplace, it is likely the workplace itself is not functioning in an effective or productive manner. Some situations which could be considered difficult and could create conflict include; Conflict between staff members that is not addressed immediately New technology implementation and staff members are not fully training in how to use it Under staffing creating the need for some staff members to work long hours Bullying or harassment in the workplace that is not addressed immediately Unclear goals and direction Personality issues Budget restraints Resource availability As a direct result of the above mentioned situations, the following will therefore usually occur;  Customer complaints will rise  The organisation will undoubtedly lose customers  Staff turnover will increase  Staff will be less motivated to work  Staff will no longer feel loyalty towards the organisation  Staff will begin to operate in less ethical ways  There will be increased conflict between other staff members and management  Inconsistency in job role and job function definitions  Staff members will not be working in alignment with mission and vision statements Managers must learn to deal with conflict or difficult situations in an appropriate and fair manner to everyone involved. They should ensure that they are behaving in an ethical manner and treating all staff members with respect and adhering to the relevant legislation and Codes of Conduct or procedures relating to the fair and equal treatment of all employees. Once managers and employees can accept and understand that everyone reacts differently to different people, they can begin to manage conflicts and difficult situations from a perspective of understanding that it is not always personal, that sometimes people will simply not get along. People may have conflict with others for a variety of reasons, and some of these reasons can include;  When we meet someone, they may have been having a bad day which then sets the scene for our interpretation of how we react to them in future  Someone may remind us of someone we dislike already  We have a gut feeling that we just don’t trust them  We perceive them as unfriendly An effective manager needs to ensure that they guide their staff members to help resolve any conflict or difficult situation as soon as is feasible to do so. Some of the ways in which they can do this include; Providing coaching to staff Encourage staff members to act as mentors to other staff Further training Providing sessions on conflict resolution Offer relevant training on legislation that relates to fair dealings with others Provide regular meetings to encourage staff to communicate openly with each other Activity 4.1.1 and 4.2.1 4.3 Regularly review and improve workplace outcomes in consultation with relevant personnel Workplace outcomes relate directly to productivity and output of work produced by staff members. Benchmarking and providing standards are a good way to measure whether or not work goals are being achieved and results are as expected. Once a manager has a benchmark with which to set the standards, they can compare outputs based on any of the following;  Quality of work produced  Cost to produce the work  How many units have been produced, or what service is being offered  The time it has taken to produce the units or the service that is being provided Managers can develop a Performance Management Plan with their staff members to check on work output and quality. These can sometimes also be referred to Performance Reviews or Performance Appraisals. A Performance Management Plan is a good way to check for consistency in the job functions and to ensure that team members are meeting the criteria related to their job roles, along with developing skills and increasing current knowledge. Performance Management Plans (PMP’s) or Performance Reviews are usually completed yearly and consist of performance objectives and development objectives which can be monitored by the staff member and their manager. The performance objectives can be measured by using key performance indicators. Staff members are advised when they are not meeting the objectives based on a rating system. Most PMP programs will give the staff a considerable amount of input whereby they can rate themselves first and their manager will then agree or disagree based on their performance. Development objectives can be incorporated into the PMP so that staff members know what direction their career may be headed in, and so that the Human Resources department or their manager can keep track of training requirements for the organisation for the year. These reviews are an effective way for managers to be able to give staff members feedback on what they are doing right, and what areas they may need to improve on. When a review is done properly, it can be a very powerful tool to help motivate staff to improve their work performance and encourage them to increase their career development. Within any organisation there will be procedures relating to how employees are monitored in terms of work performance, and a Performance Management Plan or Review will be one of these. There are also continuous improvement practices that can be implemented to increase staff productivity and to encourage staff development. An organisation can implement a number of strategies to monitor the improvement of employees and management. Continuous improvement is known as the process by which a company or organisation improves their practices and processes so therefore by consulting with staff members and management, via Performance Management Plans or reviews, the process is highlighted and encouraged. An effective continuous improvement process is one where everyone in the organisation gets involved. By involving all staff, they are given an opportunity to take ownership and responsibility for the continual improvement within the organisation. Open and honest communication by way of transparency in dealings with staff is a good way to get feedback on the process itself and how well it is working within the organisation. This is effectively one way in which management can empower team members and make them further accountable for the entire improvement process. Staff members need to be aware of the processes, changes to procedures and any other changes that can impact their jobs or job roles, and can be advised by any of the following means; Company face-to-face meetings Emails Blogs Newsletters Regular conferences (e.g. Quarterly Sales Conferences) Tele-conference or video conference Feedback then needs to be sourced from relevant staff to ensure that performance is monitored and the information collected and collated is utilised to the best advantage of the organisation. Feedback from staff and managers can be obtained in any of the following ways; Questionnaires Surveys Anonymous staff surveys General feedback forms Suggestion boxes Brainstorming sessions Meetings It is important to ensure that staff members feel valued and their ideas are validated during the feedback process. Brainstorming sessions should validate all ideas presented and include everyone’s input to ensure management receives an accurate assessment of the monitored outcomes and performance. Activity 4.3.1 4.4 Manage poor work performance within the organisation's processes 4.5 Manage conflict constructively within the organisation's processes This section addresses 4.4 and 4.5. When employees are not working to the standards expected by the company, it could be for a number of reasons. An effective manager should be investigating these reasons and identifying how they can best manage the conflict or difficult situation as discussed earlier in this unit. Some of the reasons why an employee may not be working to the standards expected can include;  Lack of job knowledge  Lack of confidence in their ability to perform their job  Personal issues at home  Personal issues in the workplace  Conflict with other staff members  Conflict with management  Financial problems  Drug and alcohol or gambling problems  Lack of job security can be causing stress  Divorce or illness  Inability to cope with job stress  Lack of resources to get the job done  Lack of interest in getting the job done  Low self esteem  The organisational values may not be in line with their values When any of the abovementioned issues are present in the workplace or with an employee, a manager needs to take necessary action to ensure they are identifying what specifically is going on, and how they can best help the employee to manage the issues that are confronting them. If it is a personal issue that is out of the control of the manager, then perhaps the employee can be given some time off work, leave without pay, take some annual leave, or be referring to a counselling service or anther specialist service that can help. A lot of organisations offer an Employee Assistance Program (EAP) where employees can utilise free counselling if required. If the issue is work related, the manager needs to take immediate action to attempt to rectify the problem to prevent it from escalating out of control or becoming worse, as identified earlier in this unit. Usually the very act of conducting a Performance Management Plan can assist in the resolution of some of these issues, however, sometimes it requires a more careful or balanced approach to ensure that the situation is dealt with in an appropriate manner that is still in line with relevant legislation and is ensuring the staff member is treated with respect and in a fair and just manner. Managers have a responsibility to their staff to make sure that; Issues that need resolution can be resolved in a confidential and appropriate manner Support services are available if and when required They offer performance counselling to their staff when appropriate They detect any issues and stop them or control them before they get out of control They are fair when dealing with situations related to their staff, regardless of personal opinions or personality clashes with staff members They agree on future actions with staff members once a control measure has been put into place Some of the ways in which a manager can offer performance counselling to staff include;  Maintaining confidentiality at all times  Performance manage the staff member  Offer to provide an independent person to sit in when discussing the issues, so that the staff member does not feel targeted and feels they are supported by a person of their choice  Offer to provide time off without pay or annual leave if appropriate  Document meeting discussions  Follow up on all conversations and meetings  Transfer the staff member to another team or department if necessary or viable  Refer to senior management or take disciplinary action if required There are a number of laws and legislation that relate directly to how staff members need to be performance managed in each State within Australia. Managers should be familiar with the processes and procedures relating to their State prior to undertaking disciplinary action. Activity 4.4.1 and 4.5.1