Alan r davey aims gift 8 of 10

2011/2
th
Aims 10 Anniversary

Gift Eight

Ten Minute Tune Up
Build Great Work
Relationships

Aims Training & Development Ltd G8 Page 2 of 10
Build Great Work Relationships Tune Up 2012

Something ‘Old ‘– Something New

This is our personal gift to you – something intended to help you add value
both to your own life and to the Organisation for which you work.
We offer it to say a personal ‘Thank You’ for the support you have given us
and the interest you have shown in Aims Training & Development’s services
- and as a continuation of our commitment to Great Britain PLC – the
need to get our country back on its feet by buiklding profitable businesses .
This is oneof a collection of 10 gifts we are presenting throughout 2011/2 to
mark both our 10 t h year in business.(something ‘old’)and the introduction
of a New Concept in Personal Development and Management & Leadership
Training planned for later in 2012 (something new) .
We will be very happy to extend these Gifts to any of your Colleagues or
anyone you know if you feel they will be useful to them . We only ask that
they help uscomply with the anti -spam requirements by visiting our website
www.aimstraining.com and joining the free Aims Business Club by
completing and submitting the form on our Home Page.
Finally, I would like to thank you once again for your time, support and
interest, and as always, make it a Great Day!

Alan Davey
PS
I thought you might like to know what other subjects the gifts will cover
1. Time Management
2. Goal Setting
3. Communicating clearly & with Influence (attached)
4. Enhancing Personal Assertiveness
5. Overcoming the Worry Habit
6. Managing Stress
7. Self Motivation
8. Building Great Relationships
9. Problem Solving
10. Adding Value to every Action

Aims Training & Development Ltd email info@aims-training.com
Sign up for Free Downloads via www.aimstraining.com


Copyright

© Copyright Alan Roy Davey– All Rights Reserved
Published by Aims Training & Development Ltd
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include photocopying, digital reproduction, and video or voice recording, or by any information and retrieval system, without
prior written permission from the copyright owner.
The purchaser is authorised to use the information in this publication for the purchaser’s use only.
Requests for permission or for further information concerning copyright should be forwarded to

Aims Training & Development Ltd.
The Coaching House
17 Chatsworth Drive,
Wellingborough,
Northamptonshire,
NN8 5FD,
England,

Tel: 01933 401561
Email alan.davey@aims-training.com

Legal Notices

Aims Training & Development Ltd is registered in the UK at
The Coaching House
17 Chatsworth Drive,
Wellingborough,
Northamptonshire,
England, UK.
NN8 5FD
Company Registration no. 4646954 England.
Usage

Users/Purchasers should be aware that whilst all attempts have been made to verify information provided in this publication,
neither the Author nor the Publisher assumes any responsibility for errors, omissions, or contrary interpretation of the contents
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The Publishers wishes to stress that the information contained in this product may be subject to varying country and
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The purchaser must accept full responsibility for determining the legality and/or ethical and/or cultural character of any and all
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Aims Ten Minute Work Relationship Tune Up

Why ten minutes?
1. Because ten minutes is long enough to review/improve how you motivate yourself.
2. Because it can be done whilst taking a typical length tea/coffee break.

Suggested Ten Minute Tune Up Process
For most people the fastest way to absorb information is to first place it in context and
only then to concentrate on detail.
We suggest you read the text from start to finish and note what seems particularly
relevant or interesting to you, then return to this when you have more time to reread it
and decide how you will use the information you have gathered and insights you gained.

What do we mean by Work Relationships?
Work Relationships can be defined as the dynamic which exists between you and
everyone you associate with in order to achieve your work related objectives.

Why should you develop great Work Relationships?
Because this will
 Help you achieve your objectives faster and with less effort
 Help you obtain support when you need it
 Enable you to tackle larger and more complex tasks
 Reduce the negative stress to which you are exposed
 Help you maintain self-motivation
 Help you engender and maintain motivation in other people

What is the value of developing and maintaining great Work Relationships?
The most obvious value is the outcome which results from the benefits stated above,
and the financial security that is aligned with achieving these outcomes.
However, the ability to develop great work relationships also increases our own value as
an employee because we will be seen as a person who is capable of achieving more,
and as a person who works well with others and is not a disruptive influence who
requires a great deal of Management attention or control.
It also enables us to meet two of the main requirements we must satisfy in order to
develop as a healthy and fully functioning Human Being.
Maslow’s Hierarchy of Human Needs Theory indicates that Human Beings are self-
motivated to satisfy real or perceived needs in order to become fulfilled and happy; and
they attempt to satisfy these needs in the following order.
1. Survival Food and shelter, etc
2. Security Physical, emotional and financial safety
3. Belonging Acceptance by other people as part of a group
4. Esteem Self-respect and respect for and from others
5. Self-Actualisation Self-realisation and self-acceptance



The ability to build great work relationships enables us to feel we belong within a group
of similar minded people and to feel we are respected by the others in the group.
This equates to levels 3 and 4 in Maslow’s Hierarchy of Human Needs and if we do not
achieve this we will not function well as a Human Being (which will have negative effects
upon our health and wellbeing and will prevent us ever achieving self-actualisation) and
we will never become fully effective in the workplace.

Self
Actualistion

Esteem

Belonging

Security

Survival

Background – What we need to know about building effective Work Relationships
The effectiveness, and therefore the value, of our Work Relationships can be measured
by the level of willing co-operation we share with our colleagues.
A consistently high level of willing co-operation indicates the existence of strong and
productive work relationships. A lack of consistency in co-operation, the need to
enforce co-operation or to coerce people to co-operate with us, or a lack of co-operation
indicates poor or even negative relationships.
All relationships require the functioning of a two way dynamic and as adult Human
Beings we must take responsibility for instigating and maintaining this dynamic. If we
encounter resistance from other parties we must identify and remedy whatever causes
this.
Work relationships are based upon four factors, each of which must be fully satisfied if
the relationship is to be positive and productive.
1. Shared goals
2. Mutual interests
3. Mutual respect
4. Mutual trust



1 How can we share Goals?
The first step is for everyone to be aware of the specific goals they must achieve and
how these contribute to the overall major goals the Organisation must achieve.

Major
Company/Organisation
Goals

Department 1 Goals Department 2 Goals

Person 1 Goals Person 2 Goals Person 3 Goals Person 4 Goals

This simplified model shows how each person’s goals relate/contribute to the overall
outcomes which the Company or Organisation must achieve in order to succeed.
Clearly, the ability to share goals is very dependent upon;
 Senior Management setting these goals and creating and communicating a
strategy that indicates how each Department will contribute to their achievement.
 Departmental Managers communicating these goals to everyone in the
Department and explaining what each Team and Team Member must do
contribute to their achievement.
The actual process of sharing goals will be influenced by the size and type of the
Organisation, by the physical location of employees, by shift patterns or by time zones
in the case of geographically widespread organisations, by language and cultural
differences, and by what means of communication are available.
The key elements to consider are that;
 Human Beings understand more and respond more positively when the part they
perform in achieving the ‘bigger picture’ – the overall goals – is explained to
them. Adult Human Beings crave context; if they are to be effective they need to
know why they are expected to do particular things.
 Human Beings give greater commitment when they feel they are included in the
goal setting process and are encouraged to contribute their own ideas.
 Set goals are more likely to be achieved when they follow the SMARTER
principle (Gift 2).
 Goals and the progress being achieved should be regularly discussed and goal
achievement should be recognised in appropriate ways.



2 How can we develop mutual interests?
All work colleagues have at least two mutual interests; the work they share and the
goals they are working together to achieve. Regular discussions tend to expand and
strengthen each person’s understanding of another’s perspective and the contribution
they make; and an adult (responsible) approach helps to overcome any differences of
opinion and develops and strengthens work relationships.
Of course, work colleagues also share many other mutual interests beyond the
workplace. Whilst it is important to focus primarily upon what work must be done it is
also important to remember that people work better with people they like; and they are
more inclined to like people with whom they share common interests, enthusiasms,
opinions and/or memories.
All healthy and fully productive Human Beings are gregarious and wish to share certain
elements of their life with other Human Beings. Sharing something is an essential
element of every relationship, and the strength of the relationship depends upon the
perceived value of what is shared.
We should remember that the people we work with are more than work colleagues. We
should respond appropriately to any invitations they offer to learn more about them as
people because, in most cases, this will strengthen the personal relationship we share
with them and this will also strengthen our shared work relationship.
Clearly, we should also offer appropriate invitations to our colleagues to learn more
about us as a person rather than simply as a colleague.

3 How can we encourage and build true respect?
Respect is an emotion based reward which must be earned by the receiver.
Two types of respect operate in places of work;

1. Respect for a position (Manager, Boss, Doctor, Teacher, Trade or Professional
position.)
2. Respect for the person who fills the role.

Although the two types of respect are closely entwined colleagues may show respect for
the position someone holds even though they have little or no respect for the person
holding it. However, this tends to be a temporary situation and if the person holding the
position fails to earn respect for themself they will eventually cause a loss or respect for
their position.
Unfortunately, many people who work in a role which is traditionally given respect
believe they should be respected however they perform their role. They feel they can
perform poorly or treat other people with little respect and yet still deserve to be
respected simply because of the role they inhabit.
This is an inaccurate belief and reveals a very poor understanding of Human Nature
(although it persists strongly in suppressive cultures and will do so until those being
suppressed become sufficiently assertive and take action to change the situation –
sometimes simply by leaving to work elsewhere.)



Respect is earned by consistently achieving or exceeding the moral and professional
standards applied to a role or position.
This typically means;
 Fully achieving the requirements of the role (Displaying necessary technical
skills, achieving targets and deadlines, behaving appropriately, etc.)
 Being seen to attempt to achieve targets etc when circumstances make this
difficult or impossible.
 Maintaining a consistent approach.
 Displaying a sense of purpose and being motivated to achieve that purpose.
 Treating other people with respect.
 Being equally fair to all people.
 Being receptive to new ideas.
 Respecting other people.
This list is simply an indication of the elements that help us build respect from others. A
key consideration is that people who do not show appropriate respect for others rarely
earn respect for themselves – and if you feel that earning appropriate respect is an
issue for you it may be useful to consider what causes you to respect other people and
then reflect those elements in your own behaviour.
The person who simply demands respect or feels that are not sufficiently respected is
usually not doing what is required to earn the respect they desire.

4 How can we build trust?
Trust arises when we believe we can rely upon someone to consistently behave in an
appropriate and predictable manner.
We can encourage people to trust us by consistently behaving in an appropriate and
predictable manner – which may require us always to justify actions we take which are
interpreted as being inconsistent or inappropriate.
We can learn to develop trust in other people by creating situations where they have
opportunities to consistently behave in an appropriate and predictable manner – and by
immediately and politely questioning them every time they appear to fail to achieve this.

Exercise
Review and evaluate the effectiveness of each of your work relationships, and decide
how you will maintain those that work well and how you might improve those which
could be better.



Our ten minutes is up
There is a lot more we could cover if we had enough time – but this is simply a ‘tune up’
exercise and we have used the Ten Minutes we allocated.
If you would like to know more about other techniques for Building Better Work
Relationships please simply forward an email with the subject heading Relationships via
the following link info@aims-training.com and I will forward you further information.
Meanwhile, I strongly recommend you complete the following Review and Action Plan
because putting thoughts into writing improves their clarity and increases the probability
of both remembering them and of actually taking value adding action.

Summary
 Work Relationships are the dynamic existing between you and everyone
you associate with in order to achieve work related objectives.
 Help you achieve your objectives faster and with less effort
 Help you obtain support when you need it
 Enable you to tackle larger and more complex tasks
 Reduce the negative stress to which you are exposed
 Help you maintain self-motivation
 Help you engender and maintain motivation in other people
 Financial security
 Increases our own value as an employee
 Develop as a healthy and fully functioning Human Being.
 Maslow’s Hierarchy of Human Needs Theory
 Measured by the level of willing co-operation achieved.
 Shared goals
 Mutual interests
 Mutual respect
 Mutual trust



Review and Action Plan
What have I learned or remembered because I read this Ten Minute Tune Up?

What ACTION will I adopt as a result of this input?

What Benefits will these changes deliver?
(Make these really attractive!)


Alan r davey aims gift 8 of 10

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