Greetings Friends ,
One of the things I like to do in December is to celebrate success with my clients. I would love to celebrate your 2013 accomplishments with you. Drop me a line or give me a call and identify:

  • What are you proud of that you have accomplished in 2013?
  • What contributions have you made that resulted in improving the quality of life for others?
  • What relationships have improved this year?
Speaking of relationships, I would like to share some thoughts about Human Relationships at Work:

The Untapped Frontier

Leaders and managers can study, train and be coached. But if they fail to work on their interpersonal skills, they will not succeed when given more complex responsibilities.

Until recently, there has been little focus on what goes on within the relationship between two people in an organization. Almost all professional development programs focus on the individual: what you can do to improve yourself. Now, however, experts suggest that executives who develop their interpersonal skills will finely hone their ability to lead and influence.


The Boss Is Last

A recent Princeton University study revealed how individuals feel about spending time with associates: Clients and customers were trailed by coworkers—and the boss came in dead last. Interacting with the boss was rated, on average, as being less enjoyable than cleaning the house.

Top managers get to know each employee as an individual, tailoring their management style to people’s personal needs and preferences. Studies by The Gallup Organization and other groups delineate four necessary management skills:

    1. Pick good people
    2. Set clear expectations.
    3. Recognize excellence, and praise it often.
    4. Show that you care about your people.
This fourth skill is uncomfortable for many—far too “warm and fuzzy” for results-driven managers. But as soft as this skill may appear, data support it is tangible and critical to managerial success. Employees who feel cared about are:
    1. More productive

    2. Less likely to miss workdays

    3. Less likely to have accidents on the job

    4. Less likely to file workers’ compensation claims

    5. Less likely to steal

    6. Less likely to quit

    7. More likely to recommend the organization to friends and family
Set the Example

If you want your organization to undergo a positive transformation, you must set the example. Forge bonds with your people. Don’t be afraid to ask about—and listen to— what they want, what they like and what has meaning for them. Be deliberate and explicit. Tell them they are important to you and that you care. Explain that you want them to succeed and help them achieve their goals.

Keep their confidences. Learn about their private lives, within appropriate boundaries. Be willing to accommodate challenges in their personal lives within the work schedule.

Up Close and Personal at Work
Some organizations go so far as to prohibit close relationships between employees, but employee satisfaction increases by almost 50 percent when friendships thrive.


Close friendships at work also double the chance that workers will have a favorable perception of their pay. As Tom Rath writes in Vital Friends: The People You Can’t Afford to Live Without: “When we asked people if they would rather have a best friend at work or a 10 percent pay raise, having a friend clearly won.”

What You Can Do to Strengthen Work Relationships

Progressive organizations encourage socialization through team sports and outside activities. Astute managers recognize that friendships should be encouraged and that work life needn’t be separate and distinct from one’s personal life.

Rath encourages employers to promote workplace friendships by creating a fund to pay for employee outings, some of which include family members. They also create a work environment in which people can socialize.

Everything begins with dialogues in your one-on-one relationships, according to Rath. As with other areas of self-development, strengthening relationships takes practice, and a coach may prove helpful.


Final Thoughts:


At this time of the year Terri and I like to pause to acknowledge our friends and family and all they mean to us. You are an important part of our lives and we truly appreciate your friendship and support. May 2014 be your best year yet.

Coach Jerry
coachpinney.com

e-mail me by clicking here
312-842-4577

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Jerry Pinney

For the last twenty-two years Jerry Pinney has been president of his own consulting firm. Currently he focuses his efforts on providing executive and personal coaching to persons who are interested in improving their quality of life and consulting to small and mid-sized companies and nonprofits. He is a facilitator for peer advisory groups with The Alternative Board and is a Certified One Page Planning Consultant. Jerry has over three decades of experience in the food industry, and possesses a unique perspective of customer service, marketing and strategic planning. In addition to overall general management qualifications, Jerry has proven expertise in operational planning and business development. His food industry career started at Jewel Food Stores followed by a long career with IGA, with their retailers, wholesalers and ten years as Vice President of Marketing. In addition Jerry has served as Vice President of Membership for the National Grocers Association, Sr. Vice President of Procurement for Shurfine International and Executive Manager of The Zenon Hansen Foundation.

Jerry has also served on a number of nonprofit boards including: President of the Volunteer Center of Northwest Suburban Chicago. He is currently a Project Manager for the Executive Service Corps of Chicago. Jerry’s ESC assignments have included coaching for several Executive Directors, and consulting on various Board Development projects and on a number of strategic planning projects.

Jerry Pinney & Associates
102 East 32nd Street
Chicago, IL,
phone: 312-842-4577,
fax: 312-842-4705

e-mail me by clicking here

coachpinney.com


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