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 here does not begin with influencing others, but already with the terms. There is simply no commonly understood and accepted definition of the three V-terms: agreement, liability and reliability. Before it does not exist, there will always be too much scope for an “I understood it differently”, an “I didn't think it was so important” or the famous and notorious “Something urgent got in my way”.
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 be forgotten: anyone who enters into an agreement also complies with it. Unless he cancels in time and for understandable reasons. What is “on time” should be clarified either globally or depending on the situation.
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 is also so. The colleague is therefore quite "normal".
2. Subversive reliability
It is important how you can push a cultural change subversively from below until there are so many supporters that you can make an initiative out of it. You shouldn't be mistaken about one thing: Colleagues who don't move along also endanger your career prospects. If you make a full-bodied suggestion for work that is well received on the executive floor, but which you cannot implement due to “colleague Müller”, you have a problem. That “Müller” didn't work again is no excuse. He falls back on you like a stone and buries her under him.
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 sits:
- 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 your environment has changed. The quick and diffuse “Yes, of course, no problem” has given way to a conscious “I have understood everything, can do it and have given the time and tools for it”.
3. What if one does not want?
But what if it works with some, but not with others? In such cases it must be clear that cherries are not good for you. Always keep in mind that you are dealing with bad behavior and not bad people. And then treat yourself and everyone to a courageous one: “This is not the way to go, Mr. Müller. I don't think you're 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.
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German edition: ISBN 9783965961807
English version: ISBN 9783965961814 (Translation notice)
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