Connect with us

Mental Health

Trust Building At Work: Keep Promises And Respect

Published

on

Building And Reinforcing Teams (14)

By

Akindotun Merino

Merriam-Webster Dictionary defines promise as, “a declaration that one will do or refrain from doing something specified; or a legally binding declaration that gives the person to whom it is made a right to expect or to claim the performance or forbearance of a specified act.”

When promises are not kept, you communicate to the other person that they are not valued. It means that they are not priority and puts the recipient of this behavior in a self-protective state.

Making a promise and not keeping it is the fastest way to lose the trust of your employees. Sometimes things are beyond our control, and we cannot stay true to your word, but making a promise and not following through can have dire consequences on the relationships you are trying to build.

Getting organized is important to keeping promises to your staff. Do I have the time to commit to this? Do I have other resources? These are questions you should ask yourself before making a promise. Sometimes it’s easy to act in the moment and make a promise in order to make others happy without considering whether or not it’s even possible. Try not to act on impulse; think logically.

Here are some other questions to ask yourself:

  • Why am I agreeing to do this?
  • What outcome am I looking for?
  • Is this too lofty of a promise?
  • Is this absolutely necessary? Why or why not?
  • What would be the ramifications if I’m unable to keep this promise?

You’ve weighed the pros and cons of this promise, decided to go through with it, now you have to do it. The excitement of being the hero who said yes has worn off, now the real work begins. It can be tiring. What do you do? Well, since you made the promise and you do not have a legitimate reason not to follow through, you must push through your lack of motivation and make it happen.

Consider these tips in helping you stay motivated:

  • Remember why you are doing this.
  • Break down your task into smaller chunks.
  • Only focus on positive thoughts.
  • Don’t procrastinate.
  • Don’t be easily distracted by other things.
  • Visualize the outcome.

READ ALSO: Workplace Harassment

Do not over commit and under deliver. To overcommit and under deliver is worse than just saying no in the first place. Decide what you can handle and agree to only that. Don’t sign on to be an overachiever, since this will likely cause you to appear to be the complete opposite.

Saying you can do it all, but ending up not following through will establish you as:

  • Unreliable
  • Unskilled
  • Dishonest

Always err on the side of caution. Don’t take on more than you can handle.
Keeping track of what you must get done and how to get it done is what will lead you to the positive outcome you are looking for. How can you “keep track”?

  • Create a list of what needs to get done.
  • Break down the steps of how each task will get done.
  • Determine the deadlines for each task.
  • Get to work.
  • Evaluate your progress.
  • Determine whether any changes need to be made to the work you’ve done. If so, make them.
  • Deliver the final product.

Respecting others should go without saying, but unfortunately, sometimes people forget that respect should be afforded to everyone, not just the ones you get along with. Let’s take a look at some areas to keep in mind when thinking about respecting others.Everyone in the workplace makes up a body. What kind of body would it be if everyone was the “head” or “arms”? Even though not everyone holds the same position as you, all positions are important. It’s simple: Treat others the way you want them to treat you.

Here are some things you can do to ensure you are exhibiting respect for employees holding various positions:

  • Encourage others to share their ideas
  • Listen to their ideas
  • Utilize others’ ideas when appropriate
  • Don’t insult or demean others
  • Give credit where it is due

An opinion is one of those things that everyone has. One is not “more right” than another. Opinions are typically based on experiences, not on fact. Keep this in mind when working with employees who have an opinion that differs from yours. Your aim should not be to change their opinion, although sometimes having a discussion about differing opinions can be beneficial. Nor should your aim be to discredit someone because of their opinion. Regardless of what someone thinks of a particular issue, they have a right to feel that way, and should continue to be respected.

READ ALSO: Trust Building At Work: Empowering Staff

Time is a commodity that there never seems to be enough of. Knowing that, you should value all employees’ time. Whether you want to meet with an individual employee, or conduct training for a group, consider the fact that they have other work to do. So, use their time and yours wisely. Here are some ways to use time wisely:

  • If you can send an email rather than calling or having an in-person meeting, do so.
  • If your coworker is working on something that is time-sensitive or otherwise should not be interrupted, wait.
  • If you continually promise deliverables by a certain deadline, but do not deliver on time, change this.
  • If you are not prepared for meetings, make that a priority before going into your next one.
  • Set a time to start and end meetings. Stick to it.
  • No matter how great a job a person may do, do not volunteer someone else without consulting them first.

As previously mentioned, everyone serves a particular purpose in the workplace. As such, everyone brings with them a certain skill set. What may be a strength for one, may be an area for improvement for another, and vice versa. Pointing out another’s weakness is of no benefit. Instead, work to help your co-worker gain strength in their specified area of need. An organization is only as strong as its weakest link.

Dr. Akindotun Merino is a Professor of Psychology and a Mental Health Commissioner in California. She is the President of Jars Institute. Feel free to share your successes and challenges:

Prof. Akindotun Merino
Jars Education Group
info@akinmerino.com
YouTube.com/akinmerino
Instagram: @drakinmerino: Twitter: @drakindotun

 

Read more authentic news on our social media platforms

Continue Reading
Click to comment

Mental Health

Building And Reinforcing Teams (3) (16)

Published

on

Building And Reinforcing Teams (14)

By Akindotun Merino
When you find yourself excessively self-oriented, this is a sign that you need to deepen your humility and refocus on serving others. Here are some ways to help you foster a greater sense of humility:

Allow others to be first and foremost. Insisting on being the first in line, the first to raise your hand in a class, the first to get the parking spot, and so on, has a tendency to inflate one’s sense of self-importance. However, when you allow others to have the spotlight or be first, it gives you a better vantage point to appreciate their gifts and what they are able to bring to the table. And when you can do this, you actually find yourself in a better position to lead others because you understand how they can best contribute.

Don’t insist on being right. Nobody likes to be wrong, including other people. When you are wrong it puts you in a vulnerable position, which can be scary. However, vulnerability is often what makes a person beautiful and appreciable. Allowing others the legitimacy of their beliefs without correction from you is a charitable act.

Listen to what other people think more than telling them what you think. Dale Carnegie once said that the sweetest sound to anyone is the sound of their own voice. Really paying attention to what other people have to say without having to correct or undermine them helps you to stay oriented outward rather than being self-absorbed.

READ ALSO: Building And Reinforcing Teams 2 (15)

Try not to judge others. An old saying goes like this, “When you point a finger at someone else, you have three fingers pointing back at you.” While it is tempting to judge another person, to assess what they are doing and how they are doing it, when you do so, you are presuming that you know better. Unfortunately, unless you have lived the experiences of another person, you cannot know what is best for them. Your grasp on another person’s situation will always be incomplete because you don’t have the complete picture.

Finally keep your balance. Throughout the whole process of becoming a more effective leader and a more effective human being, two tools can help smooth the way. The first is developing a greater sense of gratitude. When you wake up in the morning, or while you drink your coffee or eat breakfast, either write down in a notebook or type on your computer a list of five things for which you are grateful. If you keep this gratitude journal every day, it will have a cumulative effect on your keeping a positive outlook.

The second tool’s importance cannot be understated. No matter how much you have on your plate at any given time, it is important that you take the time to play. Whether this is a hobby such as painting or an activity such as playing video games, make a point of scheduling play time for yourself at least two to three times a week. This will help you to balance out all the stress you have in your life.

Dr. Akindotun Merino is a Professor of Psychology, CEO of Jars Group and Mental Health Commissioner in California. Feel free to share your successes and challenges:

Prof. Akindotun Merino
info@akinmerino.com
YouTube.com/akinmerino
Instagram: @drakinmerino 

Twitter: @drakindotun

 

Read more authentic news on our social media platforms

Continue Reading

Mental Health

Building And Reinforcing Teams 2 (15)

Published

on

Building And Reinforcing Teams (14)

By Akindotun Merino
Often you may want to give team members a break from working on their normal projects to meet as a team and improve team morale or functioning. Sometimes getting a team together for a meeting or a team building activity can actually be an exercise in futility. In order to use meetings and team building exercises effectively, it is helpful to have specific goals in mind, to identify those goals to your team members, and to follow up. For example, doing a trust building exercise after a time when team members were at each other’s throats is helpful, but if you only do the trust building exercise the one time, after a while team members may forget the point or lose the benefits they gained from engaging in the exercise the one time. When planning a meeting, for instance, identify why the meeting is necessary and plan an agenda to keep the meeting organized. Sometimes the necessity is quite simple. For example, scheduling time for team members to play together can help them to recharge after a particularly grueling project. It can also help them build more of a rapport with each other. Having specific goals for an activity does not preclude having an activity achieve multiple goals.

When planning team-building exercises, make sure that you don’t undermine your attempt to improve your team. Here are some suggestions of what to avoid in team building:

  • Make sure that your team-building goals are relevant to your team’s needs, so that they are worth taking regular time away from other work to improve.
  • Make sure that your team-building activities are not simply one-time affairs; but that they are consistently worked on to reinforce your goal for the exercise.
  • While athletics can be fun for many employees, they can also be destructive towards building team morale, especially if they are focused simply on competition and winning.
  • If you use team-building exercises, try to incorporate them more frequently than once or twice a year. Incorporating these exercises monthly or weekly helps to reinforce your goals.

If you cannot lead yourself effectively than you will never be able to get others to follow you. The most important habit that effective people can have, whether they lead others or not, is to be proactive. Think of proactive as the opposite of reactive. Instead of having the world act upon you, you take action to make yourself into the kind of leader anyone would follow.

If you have been working on your mission statement and identifying your core values, this question is probably not too difficult to answer. If you understand what you value in both yourself and in others, then you can work at shaping yourself into that kind of leader. Keep in mind that developing into the kind of leader that you would follow involves constantly re-assessing where you are at in terms of your values, your goals, and your overall mission. The further you go down the path of leadership, the more necessary it becomes to refine your skills and improve yourself. This requires both detachment and self-honesty. Being detached means that you are able to dispassionately observe where you are strong and where you are weak. Self-honesty is the capacity to identify personal strengths and weaknesses.

READ ALSO: Building And Reinforcing Teams (14)

In order to be an effective employee, an effective leader, and an effective person, you must have the capacity to reflect and be aware of yourself. Being self-aware involves multiple dimensions of the self. Taking care of physical needs through exercise and maintaining a good diet are factors in being aware of your physical self. Disciplining your mind through meditation that allows you to manage your emotions effectively is an example of developing your emotional and psychological awareness. You also want to have a good idea of the big picture. Are you satisfied with where you are and where you are going? Imagine once again that you are at your funeral. How would you imagine the things people have to say about you would square with your life’s goals and your mission statement?

Self-improvement is a long term game, but as you work continuously on improving yourself, it is important to keep certain pitfalls in mind.

  • Navel gazing can occur when you become overly focused on yourself. This means that you become self-absorbed and self-centered.
  • Another pitfall of working to improve yourself constantly is that you can become overly convinced of your own self-importance.
  • Finally, if you are always working to improve yourself, you may find that you have gotten stuck in this sense that you are never good enough. A better way to frame this is to think that where you are is always good, but that there is also always room for improvement.

Dr. Akindotun Merino is a Professor of Psychology, CEO of Jars Group and Mental Health Commissioner in California. Feel free to share your successes and challenges:

Prof. Akindotun Merino
info@akinmerino.com
YouTube.com/akinmerino
Instagram: @drakinmerino 

Twitter: @drakindotun

 

Read more authentic news on our social media platforms

Continue Reading

Mental Health

Building And Reinforcing Teams (14)

Published

on

Building And Reinforcing Teams (14)

By Akindotun Merino
Teams don’t immediately come together and experience success overnight. In fact, it takes a good leader to work at turning a group of people into an effective team. This module explores the various aspects of building and improving your team.

One of the most important activities that you will need to engage in as a leader is constantly assessing the state of your team, each individual employee, and yourself. Before you can put employees in positions to succeed, you have to have a good idea of what their strengths and weaknesses are. Here are some guidelines for how to assess team and team member strengths and weaknesses:

Include other team-members in the assessment process. Allow each member of the team a chance to identify both his or her and other team members’ strengths and weaknesses. Ideally, this can be done privately so that no team-member develops resentment towards another for perceived unwarranted criticism. This also allows you to compare your assessment with others.

READ ALSO: Trusting Your Team 2 (12)

When an employee or the entire team experiences a failure or a success, try to identify why this came about, and who was most responsible. In the case of failure, identifying the responsible person is not about casting blame, but it is about identifying what went wrong, so you know where and how to improve. When you are analyzing a success, however, it is good to give credit when someone (other than yourself) was particularly instrumental in that success.

Determine how consistently an employee performs in a given role. If that employee is consistently unsuccessful, try to find another opportunity and role for that employee to be successful. Identify the skills necessary for success in certain roles, and when an employee is consistently successful in a role, note these skills as part of that employee’s skill set. If an employee fails to perform consistently, you may also identify these skills as weaknesses in that particular employee.

Observe employees when they act alone or outside of the team structure in order to determine how their strengths and weaknesses might change in different contexts. Perhaps it is not a lack of a particular skill that is the weakness, but an inability to apply that skill in a team setting, or vice versa.

Dr. Meredith Belbin identifies nine team roles that can help make up a balanced and effective team.

The Plant. The plant is the highly creative and unconventional member of a team. They tend to be strong in thinking outside the box but their primary weakness is a tendency to be forgetful.

The Monitor Evaluator (ME). This person is good at providing a logical and dispassionate view of the range of decisions before a team. They tend to have difficulties with being overly critical and slow-moving.

READ ALSO: Trusting Your Team 3 (13)

The Coordinator (CO). This employee (often it will be you) helps the team to focus on goals and to delegate work effectively. They tend to either over-delegate or under-delegate and end up micromanaging.

The Resource Investigator (RI). This employee will tend to understand how your team’s work can best translate to the rest of the world. They will be good at understanding the competition and developing connections with others outside and inside the team framework, but they can have difficulties with following up on or getting in-depth information.

The Implementer. This role involves someone who is good at taking theory and putting it into practice. They try to find strategies on how to make an idea work in the most efficient manner. Implementers have difficulty considering alternative approaches and may be slow to give up on a favored idea.

Completer-Finishers. These team members excel at the end of a task. They make sure everything is functioning ideally. These employees act as a kind of quality control. Their strength, having high standards, can also be their weakness, in that they tend to be perfectionists.

Team workers (TW). These employees are really good at smoothing over the tensions and difficulties that come up when people are working hard on creative endeavors. They excel at working and playing with others, but they can be indecisive when it comes time to make team decisions about the best course of action.

Shapers. These employees act as a kind of engine for the team. They can effectively get others going and create momentum. Typically shapers are highly driven and enthusiastic individuals. Their weakness tends to be being overly aggressive and temperamental in their desire to get the team’s work done.

The Specialist. The specialist of the group might only know how to do one thing, but she or he is an expert at it. Their focus is narrow and in-depth, which can be both their strength and their weakness.

An ideal team will be balanced with all nine roles being expressed. Since many teams are smaller than nine people, you may find that different team members excel at multiple roles. When you identify a key strength in one of your employees, for example, an employee who is highly energetic, then you can help them fulfill one or more roles on your team. The energetic employee for example might be good at being a shaper as well as being a resource investigator. Someone who is highly critical can be either a completer finisher or a monitor evaluator or both.

Dr. Akindotun Merino is a Professor of Psychology, CEO of Jars Group and Mental Health Commissioner in California. Feel free to share your successes and challenges:

Prof. Akindotun Merino
info@akinmerino.com
YouTube.com/akinmerino
Instagram: @drakinmerino 

Twitter: @drakindotun

 

Read more authentic news on our social media platforms

Continue Reading

Top Stories

%d bloggers like this: