WORKPLACE COLLABORATION
I know now, would I still move forward with this project?
INTERACTIONS: Trust Have you kept the good of the company, department, team members at the top of your mind and visible in your decisions? Have you kept your word to employees, passengers, upper management and stakeholders? I once had a client tell me that yes, he trusted his colleagues; he trusted them to be late to meetings, to have their eyes on their electronic devices throughout the meeting, and to critique any decision made after implementation has begun. That’s not the type of trust I had in my head; although this could be seen as one instance of a trust failing. If you say the wrong thing about someone, you can lose their trust (“What do they say about me when I am not around?” is probably on their mind.) A question to ask yourself is: Do your team members trust you to shoulder some stress and share with them, at the appropriate time, the details?
INTERACTIONS: Respect: person, organization, idea, outcome It’s diffi cult to be an eff ective leader if you do not respect the organization/ department vision, mission and values statements. It’s also diffi cult to be a leader worth following when you don’t see the value in the diversity and individuality of your people. They can sense it and it will aff ect their attitudes and actions. Using an inappropriate tone of voice (patronizing, cynical, or sarcastic) to an individual can cause them to lose respect for you. You can disagree with an idea without belittling every aspect of the idea. Perhaps it was not the right time or place, or one aspect needs to be tweaked. A question to ask yourself is: How did your actions aff ect the attitude/behaviors of others? Will you be embarrassed the next time you interact with them, or will they feel uncomfortable? If so, you lost their respect.
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INTERACTIONS: Coordination/Collaboration This ties into Respect (above) failings. Coordination is laying out the timeline so activities are passed from one to another seamlessly. Collaboration is actively working with and helping each other to achieve a desired result. It’s blurring the “job” lines and off ering a hand (or an ear) to resolve the issue. Not talking with others can cause overtime, missed appointments or schedules, ill will, loss of respect and loss of trust. Did you include anyone/everyone
that would be or that needs to be involved? Have those that will be aff ected been talked with, asked opinions or suggestions? Did you talk with the pilots and/or scheduler/ dispatcher to synchronize when the aircraft will be needed? Should the scheduler/dispatcher be a part of the discussions? They may not have an active part in the actual work; however, they can be a conduit to the pilots and passengers. A question to ask yourself: Are your people working seamlessly together, or are they stuck in Team Stage 2? (Stage 1 is the ‘forming’ stage; stage 3 is the ‘norming’ stage and stage 4 is the ‘performing’ stage. Stage 2 is the ‘storming’ stage and is the most diffi cult and contentious to get through.)
INTERACTIONS & MENTAL MODELS: Misplaced priorities Are you doing what needs to be done when it needs to be done? Brian Tracy talks of “eating that frog” meaning you do your least liked task fi rst. Some people choose to do the tasks that can be completed in the shortest amount of time. Is that work creating value or is it simply busy work? I once had a client tell me that “playing computer games was a productive use of their time”. You can rationalize nearly everything you do. If you are not doing what needs to be
done when it needs to be done, you are failing. A question to ask yourself: What value will this bring to the department? Is there something else that will bring a higher value and is a better use of my time?
TO SUMMARIZE Our industry is not one to stagnate, or even remain the same for any length of time. New changes, shifting deadlines and other external pressures can consume our brainpower without us realizing it. Diverse approaches to maintaining (people) safety standards are not a necessity to achieve outcomes and satisfy objectives. Today’s leaders need to be ever vigilant to hiccups in people interactions. My next article will list several
more examples of failure, and will include additional questions you can ask to continue to search for the genuine root cause. It’s only when you determine that that you can then take the appropriate action for the good of all involved.
Want more information and another
checklist? Email Dr Shari with your request for this and additional information on this topic.
Dr. Shari Frisinger is a behavior analyst, works with aviation companies & fl ight departments to maintain optimum mental
health and be intelligent about what aff ects safety, productivity and morale. Her human factors and consulting programs raise awareness of potentially disruptive or unsafe behaviors, and off ers techniques to ease confl ict and enhance safety. Dr. Shari is an NBAA PDP provider, a member of Aviation Psychology Association, and teaches leadership at The University of Charleston and Embry- Riddle Aeronautical University. She has presented behavioral safety programs to numerous fl ight departments and aviation companies. Connect with Dr Shari in LinkedIn and Twitter, or email her (Shari@CornerStoneStrategiesLLC) to sign up for her newsletter.
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