WORKPLACE COLLABORATION
Just how often are you unable to curtain your impulses and handle the situation professionally and without regret? Before you can ask others to model suitable behavior, you
must have the ability to lead and act appropriately yourself. Leading yourself includes
• What you spend your time on: budgets, performance evaluations, schedules or surfi ng the Internet under the guise of ‘looking for something’ or ‘researching’. You spend your time on what you believe is important to you.
• How you spend your day: walking around talking to people, attending meetings, procrastinating completing the work that is important yet not quite urgent. You dedicate the time to complete activities that you deem are important.
• How you conduct yourself during meetings, especially when the conversation turns contentious or irrelevant to you. Do you give others your full attention, as you would like them to do to you, or do you pull out your phone/tablet and respond to e-mails or other activities that take your mind away from the conversation at hand?
• How you interact with your team members, peers, colleagues, bosses, vendors and passengers. Do you treat them with respect, even during disagreements? How do you express your displeasure or diff erences? Just as importantly, how do you react (without thinking) or respond (consciously) after the discussion has ended? Do you mutter under your breath, do you stomp and storm away, do you maintain a professional attitude?
Leading yourself also encompasses your thoughts and actions when you are alone or when no one is watching. It is walking through the parking lot and picking up trash. It is taking moments to calm yourself and rehearse your words before delivering uncomfortable news. It is also being genuinely happy when others succeed. It is reviewing feedback with the attention it deserves, and it is accepting changes that are destined to happen. Numerous studies have shown that you cannot be an
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eff ective leader if you are not self-aware. In other words, you are not serving your department, your fl ight department, your colleagues, your boss and your company well if you glide through life oblivious of your personal interactions. You cannot improve your relationships if you are not aware of how you interact with them. You cannot improve your relationships if you are not aware of how others see you. You cannot be a good leader (which is all about relationships) if you do not have behavioral situation awareness. You will be the boss who causes your team members to look for another job, even though it may be less money or further travel for them. You will be ineffi cient in your personal interactions. Stop reading this for a moment to
answer these questions: Do you remember if anyone in your department is acting unusual or not quite themselves? Did you notice how others reacted to you as you walked through the hangar — did you meander, did you stroll, did you sprint to your offi ce? Did you acknowledge anyone as you hurried through? Are you aware when someone’s mood brings you down or lifts you up? If behaviors aff ect your attitude and actions, then it is aff ecting others in your department. They may not demonstrate it, they may consider it unprofessional to tell you, or they have told you before and you minimized their concerns. You know they are too professional to disappoint you or let anything lapse. You also know they are under more stress because of the tense atmosphere.
rafts@winslowliferaft.com • 800-838-3012 10 2014 44
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