Tag Archives: building relationships

Independence or Interdependence?

Independence breeds suspicion; interdependence cultivates trust and success … but dare we take the risk?

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Teamwork Suffering in Downturn

I have just read a very disturbing, yet unsurprising article reporting that 12% of workers admit to having become more insular during the recession. 

At the very time when companies need greater interaction and greater interdependency (teamwork), individuals are seeking to protect their own workloads and projects and around some 27% admit to working longer hours.

The report quotes Mike Bourne, professor of business performance at Cranfield University School of Management as saying,

“Team collaboration and knowledge sharing is essential to help businesses chart a way through the current climate. However, while some employees are understandably worried about job security, firms with business processes to automate teamwork are able to reconcile both workforce productivity and personal performance.”

See report here.

I’m not sure whether it is part of British DNA or culture, but we seem to really struggle with the concept of working together to achieve a common goal.  Perhaps we’ve had experiences where we’ve been betrayed by those whom we have trusted, or had others leapfrog over us as they take our ideas and use them for personal gain and promotion. 

Unfortunately, these sad characters will always be with us. 

But teamwork is exactly the forum that will help to expose these individuals and it provides the team with a level of security impossible to achieve on an individual level.  Who in their right mind (if they are that way inclined) will take on a group of people, a group which is likely to include members of the management team?

But teamwork isn’t really about sinking these rogue battleships; it’s about achieving an objective more quickly, efficiently and completely than is possible when we work alone.

The proof is in the marketplace.  Look at the most successful companies and see how many of these use teams and creative approaches to problem solving and company direction.  A recent survey suggested that in business cultures which engender trust and co-operation, productivity is around 269% greater than where it is absent.

I guess it’s up to us whether we choose to believe the statistics and give it a go … or continue as we are.  Only time, and possibly company solvency will tell.

What are the Dangers of Self-Esteem & Self-Confidence?

This may seem to be a pointless question after my last few posts, but self-esteem and self-confidence, like most other qualities must be held in balance.

We have all met the ‘over-confident’ and those whose ego and self-esteem are so inflated that they are nothing short of a pain (or danger) to be around. 

Just as a balanced diet should be exactly that, BALANCED, so confidence and esteem must be balanced with and grounded in reality.

Historically, we have been taught that many bullies, aggressive, violent or anti-social individuals have a problem with low self-esteem and low self-confidence.  More recent, controlled research suggests that these characteristics are commonly demonstrated when unearned self-esteem (an inflated sense of self-importance or superiority over others) is challenged or the individuals concerned feel humiliated. 

These people have a self-esteem or self-opinion that is over-inflated and has no grounding in reality.  As a consequence, it is very frail when challenged.

Why mention this?

Well, I think it is important to understand that seeking increased self-esteem and self-confidence as entities on their own is not a healthy pursuit.  Both characteristics need to be grounded in reality and grounded in the context of our character. 

Both characteristics are also under our control.  We have a RESPONSIBILITY as well as a right to handle the skills we have and the best way to do that is by grounding them into reality. 

I saw a scary video the other day of a 10-year-old boy in America addressing a crowd of 20000 people.  Great!  Good for him!  But what is so scary is that he was a clone of the high pressure salesmen and public speakers we fear, and at such a young age is highly susceptible to being manipulated, as well as manipulating others.  The content of what he had to say was actually very good, but his delivery bore no relationship to his age or experience.  The words he used were of someone at least 20-years his senior … and that is probably where they came from.  This was not a demonstration of healthy self-esteem and self-confidence.

So, I’d like to finish where I started my first entry a few days ago … which is by relating self-esteem to self-worth.

If we feel that intrinsically we have value (which I differentiate from importance) we are more likely to respond to the needs around us because we are confident that what we bring has value, even if it isn’t necessarily the total solution.

I believe that building and increasing self-esteem in others (and in ourselves) is a frequently overlooked tool for birthing success; in everything we do