from the one that takes place at the beginning of a business team. The reason is that in a busi- ness team, you must assign rigid roles in terms of who each person is to the project. You must avoid assigning rigid roles in terms of who each person is to the other.
Everyone has acquaintances with whom they only talk about sports, or about politics, or about their kids or their dogs or their favorite television program. Everyone has colleagues with whom they only talk about accounts receivable, or social media marketing, or how silly their boss’s new haircut looks. These relationships will fade away and become useless unless the people involved can assign themselves and each other flexible roles. If you’re a manager, the employ- ees who work underneath you become exponen- tially more valuable and productive when you are able to occasionally assign them the role of part- ner rather than solely that of underling. Your own manager will become a much better workmate if you are able to assign them the roles both of boss and of mentor.
When you find yourself embarking on a new relationship – be it romantic, platonic or strictly business – keep in mind the fact that you must be open-minded about who you are, can be and will be in relation to each other. The results will both surprise and delight you. And, hey! You’ll probably make a friend or two along the way!W
Mary Elizabeth Murphy, CPCC, ORSCC is Man- aging Director of S.T.A.R. Resources, a per- formance management consulting, coaching and education firm that specializes in creating environments in which people want to work. She is an expert at helping individuals and organiza- tions to earn more, produce more and achieve more. She is the author of RESET Your Buttons®. You can reach Mary Elizabeth at 704-535-5610 or
info@starresources.biz.
Mary Elizabeth Murphy, CPCC, ORSCC Managing Director S.T.A.R. Resources - Strategic Teams Achieving Results Creating Environments in which People Want to Work Since 1993
www.womenwithknowhow.com OCTOBER 2011
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