We propose the "Interaction ManagementSM" as the proven process for standardising the workplace interactions. These Interaction Management skills have two sides to the coin. On one side "personal needs" and "practical needs" on the other.
A close study of these workplace interactions highlights a number of common mistakes and tendencies. While one may demonstrate strengths in one aspect, it is the combination of elements that lead to high quality interactions in the work place. This data suggests that there is significant room for improvement in the quality of interactions if we are to successfully address productivity challenges through better quality interactions.
Jumping to fixing the problem - Most managers spring to fix problems, they miss listening to issues and involving others relevant to the task. While they might end-up solving the problem, they leave a feeling of imposing their decision on others or even doing the job of their team members.
Riding their success wave - Because their style/approach to addressing issues helped them solve problems the last time, they tend to see the world from the same lens. It is like the old saying, "You give them a hammer and the whole world looks like a nail". This might end up building a blind spot for them.
Dealing with Challenging issues - Most managers find themselves ill-prepared to handle challenging issues, especially performance issues. They put these under the rug and end-up not resolving and the problem amplifies over time.
Inconsistent actions - Sometimes managers surprise us by solving few issues in a very effective manner, but the same manager leaves us baffled in similar situations on other occasions.
Factual and Logical Only - What often sounds very logical and rationale to some managers, this quality often makes them poor listeners as they always try and approach resolving issues in a logical way. They fail to get perspective from others before presenting their point of view.
Ignore in the moment coaching opportunities- Many Managers believe coaching is a long term agenda and completely fail to coach their direct reports for "here and now". This is where most direct reports need support and too often a missed opportunity for the managers.
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