Performance Under Pressure - Effective Human Interactions: Good Working Relationships

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For the vast majority of people, work involves interaction with others, which means that good working relationships are indispensable to good performance. But pressure is also an inescapable aspect of work, and pressure can cause relationships to suffer.
Before turning to the potential of pressure to damage relationships, consider the five features that really good working relationships share. These are trust, openness, a sense of interrelatedness – the ability to perceive the connections between your tasks and those of your colleagues, respect for one another, and effective communication.
Trust
Trust is emotional and logical. Emotionally, you may expose your vulnerabilities to people, trusting that they won't take advantage of you. Logically, you can objectively assess the situation, and conclude that you can trust someone to behave in a predictable manner.
For example, you can place trust in colleagues by seeking input from them. You can also demonstrate trust if you're comfortable discussing your successes and failures with colleagues. If you're a manager, you could demonstrate trust by allowing others to work without unnecessary oversight.
Openness
Openness can mean different things in different contexts. It can mean honesty, or openness to new experiences. In the workplace, you can demonstrate openness by being open to new ideas and being able to adjust your responses to current circumstances.
For example, an open colleague will actively listen to others, and not reject ideas without careful consideration. Healthy debate among colleagues and talking freely about current challenges are signs of an open environment.
Sense of Interrelatedness
A sense of interrelatedness is about an awareness of the bigger picture. For example, if you have this quality, you can see how your current activities relate to organizational goals.
Interrelatedness is also an awareness of how your job role affects the performance of others. For example, say you're a sales representative dealing with customers. If you're efficient, you create less work for the customer service team dealing with complaints.
Respect
Respect for others is absolutely essential – regardless of the context. In the workplace, respect can be demonstrated by being considerate, truthful, and tactful with colleagues.
Examples of showing respect in the workplace are listening attentively to colleagues at meetings and being constructive and tactful when giving feedback. (...)

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Introduction to Sales - Changes in the Buyer Seller Relationship

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The Buyer-seller Relationship The buyer-seller relationship is finely balanced and subject to constant change. This is because buyers have become more knowledgeable, and their expectations have grown as a result. They expect salespeople to be as well informed as they are about products.

 Changes in the Buyer-seller Relationship There are four different ways that the buyer-seller relationship has changed as a result of the sales trends: increased seller cooperation, emphasis on relationship selling, focus on seller responsiveness, and enhanced scope for productivity.

Increased Seller Cooperation The first change, increased seller cooperation, occurred as a result of the pressure on salespeople to satisfy both the needs of their own organizations as well as customers' organizations. Salespeople are expected to accept the responsibility for delivering a successful outcome for both parties.

Buying organizations increasingly expect selling organizations to work with them to find business solutions. Emphasis on Relationship Selling The second change in the buyer-seller relationship is the emphasis that has been placed on relationship selling. This means that salespeople have started to move away from transactional selling where the emphasis is on just selling a product.

Instead, salespeople are engaging in consultative selling. This is where they assume the role of advisors to their customers. To achieve this, they put greater effort into establishing and maintaining deep relationships with customers.

Focus on Seller Responsiveness The third change is the focus on seller responsiveness. This has resulted in sales professionals accepting that they might not be able to group their sales into specific monthly or quarterly results. Sellers have had to adapt to the buyer's time frame.

This requires them to remain focused on delivering on the agreed-upon terms of the sales contract. Often this can lead to tension in the selling organization, as it needs to show that revenue is being generated. (...) 

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Building Rapport

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Building a rapport with your co-workers
We are going to start this lesson with a short story. It might be real, and I am sure that somewhere, somehow it is happening. Building Rapport Jane was sure that her peers would greet her new proposal with enthusiasm at the meeting.

She had thoroughly presented the need for the new programming procedure, showed how it would save the department time and money, and supported all of her statements with compelling facts. Nevertheless, Jane's proposal was met with frowns, bored looks and, ultimately, rejection. Jane was left wondering, "What went wrong?”

Good relationships
What went wrong is that long before the meeting took place, Jane failed to build harmonious relationships with her co-workers. And, again, when you lack direct authority, good relationships are crucial for getting results. It's been said that you eventually experience the results of your own actions.

Unfortunately for Jane, that's exactly what happened. By failing to develop rapport with her peers, she also failed to lay the groundwork for getting results.

How to Build Rapport
In this topic, you'll learn to build rapport and establish this foundation by:

• showing respect
• expressing appreciation, and
• considering others' criticisms. 

Show Respect
One way to build rapport, and one of the things Jane failed to do before she presented her proposal, is to show her peers respect. As with all forms of common decency, when you don't show respect, you don't receive much in return.

It’s just a scenario but what if the colleagues of Jane would give this feedback:

First: “Jane is not a bad person, but she seems to alienate many of her co-workers. Her immediate reaction to ideas at meetings or in conversations is to point out the potential problems. She also regularly makes small criticisms of her peers' work."

Second: ”Jane has a thing about office chatter. Any conversation near her work space seems to bother her but she talks freely whenever she takes a break." Would you say that Jane failed to show them respect: Poor Jane. She may not even realize she's offending her colleagues. But her lack of respect has already cost her acceptance for what may have been a very good proposal.

Express appreciation
And, there’s another thing that our Jane failed to do that's closely related to showing respect: express appreciation. This is the second way to build rapport with your peers. People have a fundamental need to feel appreciated, in the workplace as well as in their personal lives.

When you show appreciation for your peers, you not only create a good work environment, you make it much more likely that your co-workers will respond to you the same way. And, there are two simple ways to show your appreciation: Say "thank you" Thank you" is a simple phrase that people notice and appreciate.

Regardless of the size of the favor, it's good to say it. No one ever gets tired of receiving this pleasant courtesy.

Compliment good work
People also like to be recognized for doing good work. In fact, sometimes it's an insult not to compliment a peer for a job well done. Those are just two of the many ways to express your appreciation. There are many others, that you can identify in your work.

Consider others' criticisms
Now, Inevitably, at some point in your career, you or your project will be criticized. It's a fact of work and of life: You cannot please everyone. How do you respond to this criticism? Do you ignore it? Do you discount the critic?

How you respond could affect your relationships with your co-workers and your ability to win their support in the future. The third way to build rapport is to evaluate with impartiality the criticism you receive. Determine if there's an element of truth in what's been said, and if necessary, make the appropriate adjustments to your work or yourself.

A measured, rational response will make you a more attractive ally in the future. Actually, avoiding criticism, expressing support, and considering others' criticism are good ways to show respect, demonstrate appreciation, and highlight your good nature.

To conclude
Refraining from criticism will help build rapport. Openly criticizing others alienates, builds divisions, and offends. It is best to build respect by showing support. Flattery is not necessarily the best approach for building rapport with a difficult supervisor. Flattery may appear to be insincere, especially to someone who has a difficult or contentious personality.

Recognizing others for their ideas or accomplishments is an excellent strategy for building rapport. Because people like to be recognized for doing good work, the person who shows appreciation will be held in high esteem. Objectively evaluating criticism received from colleagues is a way to build rapport. Consider if there's an element of truth in the feedback, and make the adjustments to your work. A rational response will build respect.

Next
As you've just learned, building rapport in the workplace means developing good relationships throughout the company, not just in your department. In this topic, you've learned how showing respect, expressing appreciation, and considering the criticisms of others help build this rapport and establish a solid foundation for getting future results.

Next we are going to discuss about, building credibility for the purpose of getting results.

Lay the Foundation to Get Results

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Laying the Foundation for Getting Results Recognize the importance of laying the groundwork for getting results I believe that it is important first to understand why a foundation and why a long term consistent approach in building effective relationships. 

Would you ever consider teaching a French language class without knowing the language? Probably not. Yet, it's surprising that many people in the business world take this approach when trying to get results. And, such an approach is especially futile when applied by a person who lacks direct authority. 

You've seen this mistake before: the person who fails to win support for his idea after he's criticized everyone else's or the worker whose neutrality toward everything and everybody is returned in kind. 

There is another way. 

Building good relationships with your peers lays an excellent foundation for getting results, especially when you lack the authority to impose your agenda on others.

The very direct benefits of laying the groundwork to get results are: easier acceptance of your ideas, proposals, suggestions and comments, even if sometimes they don’t seem right from the beginning. But, you got the ears of your colleagues. 

Which might mean a lot when trying to convince. easier advancement in your career. Your peers and your bosses will support you if you are in good terms with everybody, while chances are not to do it if you are seen as difficult to work with for example. 

Relationships with your peers But, not everyone thinks that good relationships are the precursors to getting results. Some workers apply Darwin's "survival of the fittest" principle to their work habits or Machiavelli's theme, "The end justifies the means." These attitudes aren't effective in the long-term, because everyone eventually relies on her co-workers for support. 

And, Laying the groundwork for getting results without authority requires an investment in your workplace relationships. Why building good relationships Laying the groundwork for getting results when you have no authority requires an understanding of how to build good relationships. Your co-workers will be more likely to accept your ideas 

One of the benefits of laying the groundwork for good relationships is that your colleagues will be more receptive and open to your ideas. Good relationships are the foundation for communicating effectively about work issues. 

Your peers will be more likely to perceive you as someone who's easy to work with Taking time to build relationships with colleagues will give them the perception that you have a cooperative work style. It demonstrates that you value strong working relationships. 

Your co-workers will be less likely to think you only care about your own interests If you spend time building relationships with colleagues, they will perceive you as a team player--as someone who puts the teams' and others' needs before your own. 

What not to expect Your peers will not be more likely to include you in all their extracurricular work activities.  There is no guarantee that laying the groundwork for successful relationships will result in being included in all social activities outside of work. In fact, nothing ensures inclusion at all social activities outside of work. 

Your peers will not support all your work-related ideas It is unrealistic to expect that laying the groundwork for successful relationships will result in your peers backing all your work-related ideas. Building a foundation doesn't cause others to lose their points of view. Next As you can see, laying the groundwork for getting results has its advantages. 

In this lesson, you'll learn how to establish this foundation by: making a good first impression showing your interest building rapport. Next we are going to see what making a good impression means and how can we improve this.

Getting Results by Building Relationships

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Have you ever been frustrated by your work relationships? Do you find it hard to integrate in a new job? Do you need to build or maintain a professional credibility? Do you want to be part of a professional family?

Here you will find an answer. Getting Results by Building Relationships is a very focused and extremely practical course, for the use of business and industry professionals.

In this course, you'll learn how to build good relationships and achieve results by: laying a strong and effective collaborative foundation building professional credibility, and developing ethical reciprocity patterns.

You are going to learn how to make a good first impression, build an effective and lucrative rapport with your co-workers, win confidence and and deal with conflicts to get results.

The video lectures and documents that form the course include practical examples and tolls for getting results by building relationships.

In not more than 2 hours of study you will master 9 techniques that will boost your career and, and maybe more important, make your life easier.

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