Workmates hold key to promotions
ONE’S success in an organisation is largely determined by the way they relate with their workmates. Personal impact was, therefore, the influence your actions have on your workmates.
By Aidah Nanyonjo
ONE’S success in an organisation is largely determined by the way they relate with their workmates, John Muhaise, the Ernst &Young managing partner, has said.
“The support from your colleagues is important in whatever you plan to do. They will support you to achieve your goals if you support them to achieve theirs,†he explained.
“The way you communicate to your colleagues, the first impression you make and the way you communicate your message or influence others to support you, is very important in creating personal impact in an organisation.â€
Muhaise said personal impact was, therefore, the influence your actions have on your workmates.
“The effect of your actions on your colleagues is the personal impact. Your impact should have a simulating, inspiring, challenging and motivating effect on the people you interact with,†he said.
He argued that as a leader one’s role is to create an environment that will enable his colleagues meet their personal goals and those of the organisation.
It is important to note that your actions will always make a personal impact on others in either a positive or negative way, he added. The question, however, is; do your actions make the impact you want?
The expert said there were a number of factors that influence individual change, but the key factor was to help your workmates decide that the change was in their best interest.
He explained that one must influence people to change, but not force change on them.
“People don’t resist change, they resist being forced to change,â€Muhaise said.
“You should know their views because your views, goals and beliefs in the change process don’t matter. All that matters is the point of view and beliefs of the other person.â€
Muhaise added that acknowledging your workmates’ perspective was also important. He said a supervisor may not agree with their subordinates assumptions, but she should acknowledge their feelings. “Let them know that you understand their point of view. This will make them know that you value their opinion and they will feel part of the process.
“We must start by understanding their view of the world. Determine their concerns, fears and assumptions regarding the change.
“This will definitely help you counter some of their concerns,†he said,
He added that it was vital to recognise natural tendencies of your people. Everyone has their own natural tendencies towards change. Some are more open and move more quickly to a new approach or system. Others are more cautious.
If you often find yourself as the influencer of change, perhaps you are in the later group. But be aware that not everyone will move at the same rate.
“Give people some time to adapt to change. Let them reflect on what you have shared with them.
“Give them time to justify a new position in their mind. Recognise that by giving people time it may also help them ‘save face’ as they begin to advocate a change that they had previously opposed,†he said.
He argued that with such approaches you give yourself a better chance to influence others to change. Each of these alone will help you, but taken together, they greatly reduce resistance and help others move towards a changed perspective and actions.
In the end, you will have reduced people’s resistance to change and they will recognise the change as their own, Muhaise.
He was speaking at the annual seminar for accountants at the Imperial Resort Beach Hotel recently.
ONE’S success in an organisation is largely determined by the way they relate with their workmates, John Muhaise, the Ernst &Young managing partner, has said.
“The support from your colleagues is important in whatever you plan to do. They will support you to achieve your goals if you support them to achieve theirs,†he explained.
“The way you communicate to your colleagues, the first impression you make and the way you communicate your message or influence others to support you, is very important in creating personal impact in an organisation.â€
Muhaise said personal impact was, therefore, the influence your actions have on your workmates.
“The effect of your actions on your colleagues is the personal impact. Your impact should have a simulating, inspiring, challenging and motivating effect on the people you interact with,†he said.
He argued that as a leader one’s role is to create an environment that will enable his colleagues meet their personal goals and those of the organisation.
It is important to note that your actions will always make a personal impact on others in either a positive or negative way, he added. The question, however, is; do your actions make the impact you want?
The expert said there were a number of factors that influence individual change, but the key factor was to help your workmates decide that the change was in their best interest.
He explained that one must influence people to change, but not force change on them.
“People don’t resist change, they resist being forced to change,â€Muhaise said.
“You should know their views because your views, goals and beliefs in the change process don’t matter. All that matters is the point of view and beliefs of the other person.â€
Muhaise added that acknowledging your workmates’ perspective was also important. He said a supervisor may not agree with their subordinates assumptions, but she should acknowledge their feelings. “Let them know that you understand their point of view. This will make them know that you value their opinion and they will feel part of the process.
“We must start by understanding their view of the world. Determine their concerns, fears and assumptions regarding the change.
“This will definitely help you counter some of their concerns,†he said,
He added that it was vital to recognise natural tendencies of your people. Everyone has their own natural tendencies towards change. Some are more open and move more quickly to a new approach or system. Others are more cautious.
If you often find yourself as the influencer of change, perhaps you are in the later group. But be aware that not everyone will move at the same rate.
“Give people some time to adapt to change. Let them reflect on what you have shared with them.
“Give them time to justify a new position in their mind. Recognise that by giving people time it may also help them ‘save face’ as they begin to advocate a change that they had previously opposed,†he said.
He argued that with such approaches you give yourself a better chance to influence others to change. Each of these alone will help you, but taken together, they greatly reduce resistance and help others move towards a changed perspective and actions.
In the end, you will have reduced people’s resistance to change and they will recognise the change as their own, Muhaise.
He was speaking at the annual seminar for accountants at the Imperial Resort Beach Hotel recently.