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Get What You Want

August 14, 2014

???????????????????????Have you noticed how some people get what they want when working with others and others seem to consistently hit a buzz saw? Driving on the tasks and goals without trust is a short-sided strategy that displays low skills and creates much greater stress for everyone involved. To get what you want, try a different approach. Here is a first step.

When you’re beginning any kind of negotiation or working relationship, building trust early is important: it makes the work of aligning both interests easier (and makes the person across the table more likely to honor their commitments). You can establish trust by creating a sense of similarity between the two of you — feeling alike is one of the mind’s basic mechanisms for determining loyalty. So the next time you’re negotiating or starting a new work project, find and emphasize something — anything — that will help your counterpart notice the link between you two. Do you root for the same sports team? Did you have similar first jobs? Are you both juggling work and a family? That sense of affiliation makes both of you more willing to cooperate and find a solution that works for everyone.

Building trust is obviously much more complicated and requires more from you. Communication skills in today’s highly cross-functional work environment are more critical than ever (and it has been the number one issue in most organizations for decades). The Nielson Group has worked with many multinational organizations, mid-cap and family owned companies and teams as large as 100 and as small as 5. We’ve perfected the right content and development strategy to give your organization what it needs most – a system for talking with each other that leads to achievement of organizational goals, increased job satisfaction and higher retention. This isn’t hype.

Case in point: A quality engineer in a medical device company had constantly found projects ripe with conflict. R&D project timelines were aggressive  but reasonable. Quality was seen as the enemy to forward movement. After completing our communication skills program with this engineer along with a group of other professionals (engineers and non-engineers, managers and non-managers) across the business unit, this engineer reported immediate changes in the team dynamic, optimism, more responsiveness to the needs of the projects and consistent on-time completion of project milestones. This engineer was already sharp and successful and valued in the company – he was respected by his peers prior to the development program. And he was open to learning as was everyone in the group. What was interesting was his reaction to his success. When he saw the changes happening in such a profound way, he talked about it with his SVP – three levels above him. More recently, he reported the changes in relationships was not temporary. New projects are going much more smoothly. Timelines are being hit much more consistently. Conflict has practically been eradicated. There is a much great team feeling in the culture. And here is the kicker: I could have picked any one of the participants of the program and shared their specific story and success.

If your organization misses deadlines, seems to be implementing change too slowly, has too much conflict, and/or experiences unwanted turnover, it doesn’t have to be that way. It starts at the top. The leadership must understand and value this kind of development. From our experience, changing the culture involves changing the skills of the people in the organization. The Nielson Group offers a development portfolio that includes building lasting trust, communication skills and change management.

Want to learn more, call Carl Nielson, principal, at 972.346.2892 or complete the inquiry form below:

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