How learning leaders can use collaboration skills to enhance employee engagement
In this VUCA (Volatile, Uncertain, Complex, Ambiguous) environment, there is an immense opportunity to develop and hone the competencies that support individuals as they navigate the challenges of today's workplace. At the core is a need for interpersonal savvy that includes the ability to communicate well and develop effective relationships based on principles of trust and value.
In Accordence’s work training thousands of individuals over the past ten years, we recognize that the strength and productivity of a team is buoyed by employees who have a keen understanding and deployment of negotiation strategies.
This time of year can be particularly stressful for many people. Maybe you are trying to get your work done and meet year-end goals before the office closes down. Perhaps your co-workers are already on vacation and you’re doing double duty. Likely you are busy juggling work along with holiday shopping, special events and trying to find time to get it all done.
Personal effectiveness is a level of competency that incorporates a mastery of the elements of emotional intelligence, adaptability, trust, communication and collaboration. Those who have it have learned how to be more effective from “the inside out.” They know and leverage their personal strengths, have identified their limiting mindsets and move away from reactivity or auto-pilot, and apply creativity and authenticity to navigate challenges, enhance relationships and reach their goals.
According to an examination by LinkedIn on the most impactful stories of the past year shared across their social networking site subscribed to by 225 million professionals, how to stay relevant through skill development is what so many successful people want to know. As Accordence professionals continuously learn, the crucial set of skills that we all need for individual and collaborative success is grounded in communication.
“Change is no longer the exception, it’s the rule.” How many times have we heard that before? Particularly from the business perspective, more books, articles, case studies and blogs have been written on the subject, a relatively new and dominating field of change management has emerged, and strategic agility has become a highly prioritized competency for leaders. Businesses should be simultaneously trying to figure out how to adapt in order to keep pace over the competition, retain dedicated staff, demonstrate value-add in their products, and increase customer loyalty. Harvard Business School Professor John P. Kotter wrote Leading Change: Why Transformation Efforts Fail, which was first published in 1995, and re-published in 2012 with a new preface by the author. His “Eight Steps to Transforming Your Organization” still hold true today and are what make or break a leader who is responsible for guiding institutional change.
There are the realities of how technology gives us the ‘easy out’ when it comes to engaging with people. While technology certainly has its upsides, in the long run when impersonalization in the name of efficiency in the workplace becomes the new norm and is hard-wired into our brain, we lose practice of (and confidence in) our crucial interpersonal skills - talking, listening, understanding, empathizing, and positive non-verbal face-to-face cues like making eye contact.
How can consistent civil discourse take place? From our perspective, it takes an ability to slow down our reactions and conclusions, an interest-based mentality, and an abundant view that there are many possible solutions and options.
To avoid coercion, create a deal that can be supported by objective criteria that both parties find fair. By remaining open to persuasion and listening to their needs, you can model the behavior necessary to create a joint learning environment while remaining persuasive.