Quality like a clockwork?
There are colleagues who not only deliver quality, but also do it on time like a Swiss watch. When they do something, they stop it. Do you find this self-evident? Congratulations, because it is ethical, but not practical.
In reality, many do not deliver as promised. Explanations and excuses may be as comprehensible or honest as they are - they do not solve the problem when a customer is waiting, a team can not work, or if you can not keep an agreement yourself.
5 tips for more reliability in your team
Can it happen? Sure, we are all human beings and no one is infallible. But there are cases where this is by no means to happen, and the other case, it is always the same, which gives more excuses than results.
And you are already in the Loyalty Conflict. After all, you do not want to be regarded as a denominator, who blackens his colleagues with boss or boss. But there is another way. Educate your colleagues more easily and, above all, more commitment and reliability.
1. No definition without salary
The difficulty begins here not only with the influence on others, but already with the terms. There simply does not exist a universally understood and accepted definition of the three V-terms: agreement, liability, and reliability. There will always be too much room for "not understanding," "I did not think it was that important," or the famous and notorious "I got something urgent".
The following definitions have proved to be practical in my company experience:
- Agreement is a mutual agreement on the expectations and the necessary requirements.
- It is obligatory to conclude and comply with an agreement, taking into account all relevant necessities and possibilities.
- Reliable is, who holds agreements or renegotiates in time.
Not to mention: Anyone who enters into an agreement, this also holds. Unless, he says timely and for understandable reasons. What is "timely" should be clarified either globally or situationally.
What these definitions mean should be self-explanatory and comprehensible to everyone - including the colleagues with whom they want to work on this basis. But those who have learned to extend the pleasant things until there is no time for the unpleasant, and then to shirk their responsibility need a period of adjustment. Until then, do not blame him, even though it's bad at heart. Finally, the continued success of plodding around proves that culture is at stake Company that's the way it is. The colleague is therefore quite "normal".
2. Subversive reliability
What matters is how you can subversively push a culture change from below until there are so many people you can use to make an initiative of it. Do not be fooled by one thing: colleagues who do not follow suit also jeopardize your career prospects. If you wholeheartedly make a work proposal that appeals to the executive board, but you can not implement because of "colleague Müller", you have a problem. The fact that "Müller" did not work again is no excuse. He falls back on you like a rocker and buries it beneath you.
But it is also reversed. If your bosses notice how constructively, purposefully, emphatically, and successfully you are interacting with your colleagues, you could step up the stairs faster than planned so far.
That's why you "help" your colleagues. Build bridges until the procedure is up:
- Clarify if the other agreement understands how you do it.
- Insist that your counterparts know the expectations and targets when they agree.
- Make sure that your partners have solved the resource question.
- And most importantly, get the explicit Okay that everything is cleared up and understood.
After a while, you will notice that their environment has changed. The quick and diffuse "Yeah, no problem" is a conscious "I understood everything, I can do it and I have the time and the tools for it".
3. What if one does not want?
But what if that works with some, but not with others? In such cases, it must be clear that eating cherries is not good with you. Always keep in mind that you are dealing with bad behavior and not with bad people. And then treat yourself and all of you with courage: "We can not make headway, Mr. Müller. I do not think you are reliable at this point. "
One should not shame his colleagues? That's right, but you do not. Shame is dealt with by the junk dealer himself. This is ensured by the evolution in which his body releases stress hormones. You stay calm with the facts and their quintessence. Who does not keep agreements, is not binding and not reliable. Point.
4. Credibility through previous life
However, it is essential that you present the new principle as a clockwork. From this, the colleagues draw more learning effects than from a thousand good words. You also need it for your credibility. For this reason, you are also implementing your own mechanics of consistency by always responding to different forms and frequencies of unreliability. If it is also difficult, the Ultima Ratio can, of course, be the way to the supervisor - a card that you probably will never have to pull if you are clear enough in advance.
You need a little bit of fingertip feeling, so you are not supposed to give you any bosses. Never forget that you are not (yet) a boss and can not give instructions. Always make it clear that you are working together and the team is standing in the field.
5. Find allies with the Reluctance Pig
A reliable pig can help you. Anyone who forgets or discourages something, pays an obolus, and from time to time the team will have a nice evening. About the pig one can joke and joke to the running gag. Nevertheless, it seriously reminds everyone of its obligations.
If you get everything smart, with diplomacy and strength, you will soon find allies who are actively involved and who are looking forward to the great success of your new commitment.
More knowledge - Podcast, PDF download, eCourse or personal advice
Offline download: Download this text as PDF - Read usage rights, Because we do not automatically submit the title of this text for privacy reasons: When buying in "interests" the title register if support is needed. After buying text exclusively Download at this URL (please save).
Listen to Podcast & Download MP3: You can listen to this text for free, as member even without annoying popup, or download the MP3 for a fee - Read usage rights, After the purchase page refresh, then you will find the download link here. Because we do not automatically submit the title of this podcast for privacy reasons: When buying in "interests" the title register if support is needed.
Your eCourse on Demand: Choose your personal eCourse on this or another desired topic, As a PDF download. Up to 30 lessons with each 4 learning task + final lesson. Please enter the title under "interests". Alternatively, we are happy to put together your course for you or offer you a personal regular eMailCourse including supervision and certificate - all further information!
Consultant packages: You want to increase your reach or address applicants as an employer? For these and other topics we offer special Consultant packages (overview) - For example, a personal phone call (price is per hour).