What Makes a Great Workplace? Quality Work Relationships

Employers are familiar with tough decisions. For example, an employer had to demote a manager even though he was capable. Though competent, the employee could not respect his colleagues and see that his actions affect those around him. 

Their coworkers thought that he was an ineffective employee with many bad habits. So, the employer had to remove him from the leadership role to ensure internal equity and keep the team focused on the goals. 

 

Who are we without purpose?

A person needs a purpose to achieve lasting success in life. Through it, they will find a positive change in attitude, which sets them up for the next level of personal growth. When you want to form relationships with others, you must have the right attitude.

Your relationships with others significantly impact everything you ever achieve at work. These include your interactions with supervisors, coworkers, suppliers, clients, and business associates.

To make progress, you'll need the help of others. And you can only expect that if you make a conscious effort to establish positive relationships. Most people undervalue the importance of solid relationships.

 

What makes workplaces work best?

Dr Daryll Hull and Vivienne Read of the University of Sydney performed research in 2001 to explore some of Australia's top-performing workplaces and analyse the reasons for their success. Following that, the investigation revealed what these workplaces have embraced as their best practices.

Their research revealed 15 significant criteria that distinguished exceptional organisations from merely good ones. The exceptional workplaces they investigated had these factors or "drivers" to various degrees.

The report claims that organisations can establish great workplaces and the traits that contribute to a great workplace are observable, quantifiable, and manageable. It even went on to emphasise that this technique isn't magic.

"The quality of working relationships" was the first of the 15 factors found. It means that people's relationships with one another as friends, colleagues, and coworkers played a significant influence in fostering a positive work environment. 

The most successful organisations are those in which employees support and assist one another in completing tasks.

If you enjoy your coworkers' presence, you will be glad to wake up and go to work with a spring in your step. On the other hand, working with coworkers that you consider as insufferable jerks who don't support and aid you makes getting to work a real pain.

 

What makes teams work?

Many of us spend more time with our coworkers than with our spouses or families during the day. As a result, it's critical that we cultivate positive relationships with the people we work with.

Team cohesion only comes after building decent connections with the people we work with, based on mutual respect and understanding.

You won't be able to connect with your coworkers no matter how many team-building activities you do. These programmes have a shallow purpose, and the feel-good effect is usually only good for a short time.

The promises that people make at any team-building event are rarely kept, and the motivational factor doesn't last.

Only by initially having a personal purpose can you build working relationships. After that, you must connect your personal ambitions with those of your team. Finally, you must develop effective communication strategies that will enable you to form strong ties with people.

The ability of a team to work together is dependent on mature and professional relationships. The most effective leaders are living examples of how to achieve this. They go out of their way to show genuine interest in their coworkers' life.

 

The consolidation of working connections will be helped by common goals that are clearly stated, enjoyable after-work activities, and problem-solving accomplishments.

Focus on building positive connections with your coworkers based on mutual respect and trust, as it will help you achieve your goals.

 

Source: Shankar R Santhiram, NST