People do for their reasons.
(Emotional Management for Personal & Professional Growth Series)
As we discuss the topic of "People Skill at the workplace," let us discuss some insights on improving people's skill management techniques.
Let us understand one more cause and effect of people's emotions.
Many of us might have come across a situation where colleagues or junior colleagues agreed to do some tasks when we said, but never did it as per commitment or done with after many followups or completed with half-heartedly.
Some managers use to complain that people are not doing the task as they want them to do.
“The reason is that people are doing the things for their reasons, not for your reasons.”
The only reason for others to do is “THEY WANT TO DO."
Many times, our wants (reasons) and other wants (reason) is different. When there is a conflict of interest, things will not happen as we expect.
We can bridge the gap only through a trusted relationship, feedback, and in turn, positively influencing.
Some time back, i have experienced this conflict with one of my clients. I wanted them to prepare a macrolevel plan for an important project. They seem to be understood the context, importance and agreed to do so. But things got delayed, and i realized that my want(reasons) and their want (reason) are not matching.
My reason for the macro-level plan was to judge the potential quickly, and their reason was to arrive at the plan they should have more data, accuracy, availability of time, and so on. Because of many if's and buts, they did not want to initiate the task.
On realising the gap, i worked with them further to brief the benefits of quick overview and also clarified some of the ambiguities. Then finally things were done.
My key realizations are
Generally, people want to do as the intention is right, but other issues like doubt, lack of clarity, fear pulls them from doing it.
As leaders/managers, we need to establish the compelling need for completing the task to others. That can be done by building trust in what we say and how we say. It is mainly about bringing more clarity on the intention and transferring the same emotional aspect to others. Let us discuss the various methods in the coming weeks.
We need to clarify whether others have understood our wants/reasons. Most of the time, the feedback aspect we forget as we generally tend to say/hear, what we want to say/ hear, other things we use to filter or ignore it. We miss seeing things from other’s perspectives.
The key learning is that people are motivated to do things only when aligned with WHAT they WANT TO DO. Relating that WANT and bringing the motivation to do it through interpersonal and communication skills is essential for any leaders/ managers in getting things done.
Let us discuss some other people's skills next week.
Stay safe till then!
Let us understand one more cause and effect of people's emotions.
Many of us might have come across a situation where colleagues or junior colleagues agreed to do some tasks when we said, but never did it as per commitment or done with after many followups or completed with half-heartedly.
Some managers use to complain that people are not doing the task as they want them to do.
“The reason is that people are doing the things for their reasons, not for your reasons.”
The only reason for others to do is “THEY WANT TO DO."
Many times, our wants (reasons) and other wants (reason) is different. When there is a conflict of interest, things will not happen as we expect.
We can bridge the gap only through a trusted relationship, feedback, and in turn, positively influencing.
Some time back, i have experienced this conflict with one of my clients. I wanted them to prepare a macrolevel plan for an important project. They seem to be understood the context, importance and agreed to do so. But things got delayed, and i realized that my want(reasons) and their want (reason) are not matching.
My reason for the macro-level plan was to judge the potential quickly, and their reason was to arrive at the plan they should have more data, accuracy, availability of time, and so on. Because of many if's and buts, they did not want to initiate the task.
On realising the gap, i worked with them further to brief the benefits of quick overview and also clarified some of the ambiguities. Then finally things were done.
My key realizations are
Generally, people want to do as the intention is right, but other issues like doubt, lack of clarity, fear pulls them from doing it.
As leaders/managers, we need to establish the compelling need for completing the task to others. That can be done by building trust in what we say and how we say. It is mainly about bringing more clarity on the intention and transferring the same emotional aspect to others. Let us discuss the various methods in the coming weeks.
We need to clarify whether others have understood our wants/reasons. Most of the time, the feedback aspect we forget as we generally tend to say/hear, what we want to say/ hear, other things we use to filter or ignore it. We miss seeing things from other’s perspectives.
The key learning is that people are motivated to do things only when aligned with WHAT they WANT TO DO. Relating that WANT and bringing the motivation to do it through interpersonal and communication skills is essential for any leaders/ managers in getting things done.
Let us discuss some other people's skills next week.
Stay safe till then!
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