Dr Adrian Barton

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Managing working relationships

• Dr Adrian Barton
• Faculty of Social Science and Business

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Introduction
Introduction aims of the session Working
relationships Common reasons for poor working
relationships Some thoughts on change Conclusion
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Aims of the session

• to gain a clearer understanding of working
  relationships, individual and shared roles and
  areas of responsibility
• how to manage expectations from both sides

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Managing working relationships

• Is this you?

YouTube - UK Office - Appraisals - David and Keith
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Working relationships

• In most work environments there will be a number
  of different work relationships
• Power dynamics will be different in each peers,
  subordinates, superiors and so on
• You will be given responsibilities, objectives
  and deadlines
• Should we allow these relationships to develop on
  an ad hoc basis or do they require managing?

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Reasons for poor working relationships

• Good working relationships make people feel
  aligned, allow their needs and wants to be
  considered, accommodate their quirks and
  recognises their contributions
• Communication appears effortless and often goes
  unnoticed
• Work relationships can sour for a number of
  reasons including
• Misunderstanding of roles and responsibilities
• Stored history that you are unaware of
• Refusal to see or discuss differences
• You have a different way of working to your
  predecessor/colleagues/boss

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Results of poor working relationships

• Two things happen when work relationships go
  wrong
• You begin to questions your skills, knowledge and
  competencies and your confidence suffers
• You begin to want the other people in the
  relationship to change and do things differently
  the if only theyd scenario

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In control or in charge?

• Control equal getting other people to do things
  the way you want it is exhausting and often
  impossible
• Being in charge means that you and others see and
  accept a situation for what it is not what you
  wish it to be
• The ability to change your approach is key to
  being in charge

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Change means

• A review of the situation to focus on what needs
  to change
• What are the outstanding problems that need
  resolution?
• What are your attitudes to others at work?
• Can you see their point of view? Do you recognise
  their pressures?
• Establishing boundaries and firming
  responsibilities
• What do you actually want from the working
  relationship?
• Is this feasible/achievable?

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Concluding thoughts

• Working relationships have to be fluid
• Reflexivity is an invaluable commodity in making
  working relationships better
• The ability to see the world from your colleagues
  and managers perspective is equally important
• Communication skills are essential good
  communication is often unnoticed whereas poor
  communication is always noticed