Executive Interviews: Interview with Tamara J Erickson on Managing Troubled Times
March 2009
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By Dr. Nagendra V Chowdary
How should companies build and
encourage collaborative teams during
troubled times? Each individual should be
encouraged to develop and nurture
strong relationships, using the
following steps. Begin by creating a personal
relationship map. List all the people
who are part of your sphere of work –
everyone you need to collaboratewith
in order to do your job successfully,
across all the generations. Ask
yourself which ones you know well,
and which ones you need to know
better. Then make a personal
commitment to invest the time and
effort required to form stronger
relationships with each one.
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There are a number of ways to get to know your co-workers, even among
global teams collaborating remotely
across geographies and time zones,
starting with tools and work activities
that are already in place within your
organization.
Look for opportunities Keep searching for opportunities
throughout your normal work
activities to work closely with others
from all generations. Although too
many meetings can be a drag on
productivity, getting together for highimpact
sessions can be very helpful.
Be sure to allow time for personal
interactions – use your time with the
group to become better acquainted as
part of the process.
l Team and co-workers selection Whenever you can, take the
opportunity to work with someone
new. One rule of thumb: about threequarters
of the people on any
assignment or task should be people
you already know and trust. With
that ratio, the core group is large
enough to work smoothly together
and insure the job is done well. But
reach out to others about a quarter of
the time so you ensure the influx of
new ideas and thinking and continue
to broaden your network of
relationships from across the
generations. l Technology Social networking tools can play a
very useful role in developing
relationships, particularly in today’s
world of virtual work. Encourage all
members of your work group to use
your firm’s social networking tools
not only for work-related exchanges,
but also to develop updated personal
profiles that share photos and news
about personal events. If you have
colleagues who are not accustomed to
social networking, consider this as an
opportunity for co-workers who are
more familiar with the technology to
assist others. - Work location
One of the best ways to spur the
development of informal personal
relationships among those who work
in one physical office is by taking
advantage of your surroundings. If
possible, rotate your seating, moving
to a different spot frequently, so that
you sit near different sets of
colleagues over time. - Forums
Any type of activity that brings people
together is an opportunity to get better
acquainted – if you use the time to
meet others. Take advantage of social
gatherings, communities of interest,
customer-oriented events, special
interest groups, educational
programs, or any other forums the
company offers that bring people
together and provide time to get
acquainted on a personal level. Once
there, spend at least part of your time
forming new relationships, rather
than talking only with existing
friends or people of your own age. And, if there are people that are key to
the success of your work whom you
don’t have an opportunity to get to
know through any of these
approaches, adopt a direct approach
– seek out and spend time with these
individuals. The key point is that individuals
need to play an active role in forming
the strong personal relationships
required to work effectively. Use the
resources and forums that the
company provides to the extent
possible – but you need to make it
happen.
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The interview was conducted by Dr. Nagendra V Chowdary, Consulting Editor,
Effective Executive and Dean, IBSCDC,
Hyderabad. This interview was originally published in Effective Executive, IUP, March 2009. Copyright © March 2009, IBSCDC
No part of this publication may be copied, reproduced or distributed, stored in a
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electronic, mechanical, photocopying, recording, or otherwise – without the permission
of IBSCDC. |