 |
| You've received this newsletter because you subscribed to it using our double opt-in sign-up process. To unsubscribe, just click the link at the bottom of this email. Alternatively, if you're not already a subscriber, you can sign up here. |
|
|
|||||||||
 |
| |||||||||
 |
|
|||||||||
| ... And from the Career Excellence Club
|
||||||||||
 |
|
|||||||||
 |
|
|||||||||
 |
|
| Editors' Choice Article Four Dimensions of Relational Work Matching Tasks to Interpersonal Skills
The right choice - or wrong choice - could mean winning or losing this important deal. Many managers face situations like this on a regular basis. Interpersonal skills are critical for keeping your team motivated and getting them to do their best work. With good use of interpersonal skills, you can increase your team's happiness and engagement in what they're doing, and improve your organization's productivity. The idea of the "Four Dimensions of Relational Work" can help you match team members' natural interpersonal aptitudes and people skills to specific tasks or projects. In this article, we'll explore how best to use this model to build your team, and to assign tasks and projects to the people able to do the best job. What Are the Four Dimensions? The four dimensions were identified by Timothy Butler, Director of Career Development Programs at Harvard Business School, and James Waldroop, a founding principal of the consulting firm Peregrine Partners. Butler and Waldroop analyzed the psychological tests of over 7,000 business professionals and published their findings in their 2004 article, "Understanding 'People' People." According to their findings, the Four Dimensions of Relational Work are:
Butler and Waldroop argue that a good match will make both managers and teams happier, because everyone will be using their natural strengths. This should also improve the team's performance and productivity. Let's examine each of the Four Dimensions in greater detail: 1. Influence People who are strong in this dimension enjoy being able to influence others. They're great at negotiating and persuading (member-only article), and they love having knowledge and ideas that they can share. Influencers are also good at creating networks (member-only article): they excel at making strategic friendships and connections. Influencers don't always have to be in a sales role to use this strength effectively. Perhaps a team member always seems able to "lift" tired colleagues. Or maybe a manager can be relied on to persuade clients to give his team a little more time on a deadline. Both are effective influencers. 2. Interpersonal Facilitation Team members who are strong in this area are often "behind the scenes" workers. They're good at sensing people's emotions and motivations. They're also skilled at helping others cope with emotional issues and conflict. For instance, if you suspect that someone you're dealing with has a "hidden agenda" during group meetings, then you may need to ask for help from someone on your team who is strong in interpersonal facilitation. This person is likely to have some useful insights into what is motivating this other person. 3. Relational Creativity People who are strong in this dimension are masters at using pictures and words to create emotion, build relationships, or motivate others to act. Remember that relational creativity is different from influencing. Influencing involves person-to-person interaction, while relational creativity occurs from a distance. An example is a corporate copywriter who writes such a moving speech that the CEO is able to inspire the entire company to meet an aggressive deadline. 4. Team Leadership Team members who are strong in team leadership succeed through their interactions with others. This area also might sound like the influencing dimension, but there's an important difference. Influencers thrive on the end result and the role they play in closing a deal. But team leaders thrive on working through other people to accomplish goals, and they're more interested in the people and processes necessary to reach the goal.
Assessing the Four Dimensions It's generally easy to evaluate technical skills when you're recruiting (member-only article) or reviewing a team member's work history. However, identifying someone's interpersonal skills and strengths takes more effort. Use the following tips to help you to assess your current team members, or to ensure that you're hiring the right person for a position.
As well as using the four dimensions to build your team, and assign tasks and projects to the most appropriate people, you can also use the model to reward your team (member-only article) effectively. Relational work is often ignored or undervalued, but these interpersonal traits are what makes an organization function effectively. It's important to compensate (member-only article) team members for these skills, because the more they're rewarded, the more they'll use those skills. Start by educating your team members about their own dimension. You could do this in informal, one-on-one conversations or during their performance appraisals (member-only article). Try to connect some type of compensation to their skill, and make sure they understand that they'll be rewarded for using their strengths. You can also reward team members by giving them work that uses their strength. This may require you to create a new role (member-only article), or mean simply reshaping the role that a person has now. It doesn't have to be a huge change; adding tasks or projects that use people's strengths can influence dramatically how satisfied they are with their jobs - and with the organization.
Key Points The Four Dimensions of Relational Work can help you understand team members' interpersonal strengths, as well as your own strengths. The four dimensions are influence, interpersonal facilitation, relational creativity, and team leadership. Matching people's strongest dimensions with the work they do benefits everyone. When you and your team are using your strengths, you're all more satisfied and excited about what you're doing - and your organization benefits from improved productivity and engagement. |
|||||
| A Final Note from James Use the Four Dimensions of Work the next time you're hiring new staff, or assigning projects to your team. If they can use their interpersonal skills in their roles, you'll have a much happier workforce! The holiday season is almost upon us, and we'll be back soon with a focus on achieving success in 2011. Until then, take care - and happy holidays from everyone at Mind Tools!
Privacy Policy: Mind Tools will treat your email address with complete respect and will not circulate it to any third party. If you are not already a subscriber to this newsletter and you would like to be one, you can sign up at http://www.mindtools.com/subscribe.htm If you have enjoyed this issue, please do email it on to your friends and co-workers. To find out about new tools on the Mind Tools site the moment they're uploaded, click here to subscribe to the Mind Tools RSS feed (you'll need an RSS newsreader installed). We welcome appropriate reprinting and reuse of Mind Tools material, but , you must get our permission first! To do this, please visit our Permissions Center. © Mind Tools Ltd, 2010. This newsletter is published by Mind Tools Ltd of 2nd Floor, 145-157 St John Street, London, EC1V 4PY, UK. You have received this email because you have confirmed that you want to receive it using our confirmed opt-in process. To unsubscribe, please use the link at the bottom of this email. Mind Tools Ltd (Company Number 04829074, VAT Number: GB 840 1273 62) and Mind Tools (North America) Ltd (Company Number 05610859) are companies registered in England and Wales. Registered office: Hardwick House, Prospect Place, Swindon, Wiltshire, SN1 3LJ, United Kingdom. |
