Recently, I was working with a client, when they admitted to having a dispute with another colleague over a number of work-related issues.
This person, let’s call them Manager A was really struggling to see eye to eye with Manager B, who worked in the same department. The matters were of real importance to the organisation and they had attempted several times to discuss and resolve them. The boss had noticed the relationship differences and wasn’t sure how to resolve this either.
I wondered if part of the ‘problem’ was the level of trust between the two managers and if, as a result of this, the level of flow being created by each of them for the other one was not being maximised. Both were attempting to get an outcome that worked for them and hadn’t thought of the ‘problem’ as an opportunity to actually create flow for one another in a really effective way that would benefit the team and the organisation at a much higher level.
Measuring Trust and Flow
Having both already completed their Talent Dynamics Profile tests (and being almost opposites on the Profile square), I now asked Manager A to complete the diagnostic tool I use to measure PSR: Personal Social Responsibility and asked Manager B to do the same. Once they had both completed their assessment, I asked them to share their responses with one another.
The PSR scores show individuals very clearly where they create the highest amount of Trust and Flow and both were quite suprised at the low scores they recieved from the other manager!
Where an individual is not seen to be adding value or helping the team to leverage in an effective way, they will soon be rejected by the other team members and indeed ultimately by the organisation. Manager A and B recognised that this was happening to them, in the way they viewed each other and possibly the way other team mates viewed them also.
This created an open discussion on what could be done to increase both the Trust and Flow scores for one another. Both Managers realised the way that they could most successfully co-create flow was by taking specific actions that would enable the other person to increase the scores they had given them. To do that, the Managers created a plan both individually and together that they could implement.
Just last week I had a call from Manager A, to tell me that since they had this new level of understanding about how they can add most value to one another, their working relationship has improved dramatically. They actually now really appreciate the differences in one another and they value one anothers strengths and utilise them in a way that is much more effective for the Organisation. The boss has noticed the difference and commented on the improved outcomes that they are now creating together too!
Manager A said to me: ‘I wish we’d known about this months ago!’