A few days ago, I shared how to create a great customer experience. Today, I want to use those same steps to show you how you can become more valuable – to add value – to your team and others in your company.
When a team member or colleague brings you an issue, problem, concern, question…take time to truly listen to what it is they are saying. Don’t jump to a conclusion or give them a fast answer. Listen carefully.
Ask great questions to get to the core issue. Avoid asking yes/no questions or “why” questions. Asking great questions will get you to their core issue the fastest. It also demonstrates that you are actively listening to them.
If the person in front of you is frustrated, angry, tense, etc., take the time to empathize with them. Don’t merely sympathize (“oh, I’m sorry”). Don’t make light of their situation (“today sucks to be you!”). Feel what they are feeling and identify with that.
Once you have the core issue clarified, think. What resources do you have that can help resolve your team member’s issue? What resources do you know about that can help? Who else can you call on for assistance? Think.
Once you’ve listened carefully, asked great questions, empathized with the person, and really thought about the best way to help, then (AND ONLY THEN) act. Far too often people jump into action too quickly. Act with intention and purpose.
Following up a couple of days later says that you care about how the resolution is working or not working for the person you helped. This can be a great learning opportunity for you. It will create stronger relationships at work as you demonstrate your willingness and ability to invest in someone else.
Make your work interactions better. Follow this process to add value to your team and your company.
Remember, when you get better, your company gets better.
by Vanessa Van Edwards
We all have those people in our life who drive us up a wall. They make choices we don’t understand and they do things that seem nonsensical. More importantly, they are annoying because they are not like us. We cannot comprehend what leads them to act the way they do or what drives their seemingly bizarre decisions.
For entrepreneurs and business leaders, effective leadership is about learning how to deal with all types of personalities — even the annoying ones. If we could better understand people’s “annoying” choices and behaviors — motivated by where they’re coming from or what they value – they would become far less annoying.
The truth is, everyone has their own Value Language – i.e., what drives someone to make life choices, what gets them up in the morning and informs their goals and actions — and most misunderstandings stem from simple differences in Value Languages. To understand “annoying” people, we have to first learn where they are coming from and what motivates them. Then, you can appeal to what they value, instead of what you value.
I have narrowed people’s Value Languages into 10 different categories. Use these to identify (and better communicate) with the “annoying” people in your office:
Image. The first Value Language describes people who value image, beauty or aesthetic appearance above all else. These people spend huge amounts of time and money on their appearance either through clothes, plastic surgery or beauty regimes. In the office, they tend to annoy us by being late after spending too much time getting ready and making hires based on presentation rather than experience. They consistently pick romantic partners based on appearance rather than personality, and tend to be vain.
Money. Money is one of the most powerful motivators. Those who subscribe to this Value Language don’t care how they make money or the consequences of obtaining it; they just want more of it. It’s not just white-collar criminals; it’s also those who annoy us by either being cheapskates in office holiday gift exchange or “gold diggers” constantly looking for free meals.
Power. Authority, dominance and gaining more power are the biggest drivers for these people. Those who value power like to be able to influence or persuade others to do what they desire. They annoy us by trying to assert dominance in inappropriate situations (commandeering an office potluck), make power-hungry moves (taking credit for a work project they did not do) or throwing their company title in your face.
Fame. Fame, popularity, legacy and notoriety are the big motivators here. We are seeing a generation of kids who speak Value Language #4 as they upload videos of themselves singing, post constantly on Facebook and audition for reality shows. During office meetings, they annoy us by always seeking the spotlight when the boss comes in, wanting to be the center of attention during presentations and doing anything to get accolades for their work.
Proximity to the Ideal. This one is tricky, but very important. Some people value being as close as possible to what they deem an ideal. For some, this might mean playing the perfect “housewife” with 2.5 kids, a golden retriever, a white picket fence and lots of time for bake sales. Sometimes, people-pleasers and perfectionists fall into this category because they are obsessed with the “ideal” and having everyone like them and what they do. In the office, ideal-seeking workers put an extreme amount of pressure on themselves to seem like they have everything under control. They never ask for help and they never turn down work projects. They are the least communicative of the Value Language types, which can be detrimental to office teamwork.
Knowledge. People who speak Language #6 are most commonly called know-it-alls; they always have an opinion and an obscure news article they once read to back it up. They often only value others who are “in the know.” They annoy us by never letting anyone else have an opinion during meetings, arguing for fun and pompously telling you about all of the books on their bedside table during lunch break.
Read the rest here: http://theyec.org/how-to-deal-with-annoying-people/#