Keep it professional, Managing friends and relatives at work place


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Managing relations at work place is an important task, and is often a bit tough. You have to master some special interpersonal skills to achieve this purpose. How to manage the personal relations and professional relations together effectively is to be studied well and implemented. Please go through these slides.

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Keep it professional, Managing friends and relatives at work place

  1. 1. Keep it Professional Managing Relationsfriends and relativeswhen you work with people you’re close to
  2. 2. Manage Friends and Family Members In this session, I would like to look at how tricky it can be to manage friends and family members, and how you can overcome these difficulties
  3. 3. Leading a Team of Equals And find out, how to get things done when you lead a team of equals
  4. 4. So this session is about.. Managing Friends and Family Members Balancing Personal Relationships at Work
  5. 5. Let me begin it as a story Elizabeth works in the family business with her older brother, Dave
  6. 6. Elizabeth and Dave The problem is that, due to a change in the structure of the company, Elizabeth is now Dave's boss, and he doesn't respond well to her authority.
  7. 7. For Example Dave often turns up late, he brings up past family conflicts, and he expects special treatment.
  8. 8. Dave being her brother Elizabeth would have disciplined - or even fired - anyone else over these issues. But, because he's her brother, she's reluctant to take action, even though she knows that the rest of the team resent Dave's behavior
  9. 9. Friends and Family Members at work place It can be difficult to work alongside close friends and relatives. We'll see the challenges that can occur when you manage friends and family members, and we'll look at how you can deal with them more effectively
  10. 10. Common Issues A number of issues can affect your ability to work successfully with friends and family.
  11. 11. Being rational, fair and objective Unlike the relationships you have with other team members, the bonds you share with these people are intensely personal. Childhood history, past conflicts, or current issues in your personal life can affect your interactions at work. This can make it difficult to be rational, fair, and objective, as can the desire to preserve good friendships and family relationships
  12. 12. Familiarity breeds You might be tempted to change your management style and provide either too much guidance, or insufficient feedback on poor performance. Familiarity with these people can also cause you to discount their ideas quickly, or to be more critical of them than you would be with other team members
  13. 13. Favouritism blocking career growth On the other hand, favouritism is a risk with friends and family: it can cause conflict and low morale in the rest of your team, and it can harm your reputation, especially if you hand out choice assignments to these people. You may also find that exceptional employees leave your team, because they think that their career progression is blocked
  14. 14. While discussing it with outsiders You can also alienate and annoy your team members if you make decisions or discuss work issues with friends or family members outside of work (whether this is intentional or not)
  15. 15. Family business If you work in a family business, some relatives might have been "expected" to work in the company. It can be a challenge to motivate and manage them, especially if they aren't passionate about the work, or if they have different goals and values from those of the organization
  16. 16. Strategies for Managing Friends and Family Use the strategies below to keep the relationship professional when you manage friends and family
  17. 17. Think Carefully Before You Hire Before you hire friends or family members, think carefully about why you're considering them for the role. Do they have the knowledge, skills, and talent to work well in this position, or are you just doing them a favor?
  18. 18. Hire the Best always Never hire someone you know unless you feel confident that they're the best candidate, that they embrace the culture and values of the business, and that they can bring valuable skills and expertise to the team.
  19. 19. Use standardised recruitment tools If you feel unsure, use recruitment tools such as competency-based interviewing, inbox/in-tray assessments, or test assignments to gauge how these people will perform on the job
  20. 20. No misfits fitted in Careful consideration at this early stage helps you avoid conflict in the relationship later, and you can ensure that these people are a good fit in your team
  21. 21. Remove Yourself technique Unless this is a family business, it's best to remove yourself - and any other friends and family - from the decision-making process when you think about hiring someone that you know well.
  22. 22. The onus That way, you will avoid accusations of nepotism, and you won't look unprofessional if the recruitment turns out badly. (Even in a family business, it may be best for trusted non-family people to advise on the decision.)
  23. 23. Define the role No matter how close you are to your friends and family members, you need to treat them like any other team member. This means that you must define their role, and communicate what you expect from them
  24. 24. Job description and Performance objectives Write a job description that outlines their responsibilities, your expectations, and their performance objectives
  25. 25. SMART goals Next, review the agreement with them, and identify and agree on short- and long-term SMART goals. Make sure that they understand these goals and expectations, and ask whether they have any questions or concerns.
  26. 26. Honest communication This prevents ambiguity, and sets the tone for the relationship. Clear, honest communication like this also helps you avoid issues later on
  27. 27. Set Boundaries Your friends and family members know you better than anyone else at work, and they are privy to personal information that you might not want your team members to know. This is why it's important to set and manage boundaries
  28. 28. Open Conversation Have an open, honest conversation about how you want your professional relationship to be. This means that you must set protocols for behavior and communication
  29. 29. Office manners For example, if you work with your friend, ask her not to call you by your nickname. She should use your first name, just like the rest of your team
  30. 30. Official matters/ Personal matters Both of you should agree to leave personal matters and history at the door when you come to work. You should also agree not to discuss work issues outside the office - this ensures that you don't cut other team members out of important decisions
  31. 31. Keep things professional Of course, this is easier said than done, especially with family members. Speak up if you feel that your friends or family members have violated the boundaries that you've set, and remind them to keep things professional.
  32. 32. After-effects When you let small matters slide, it can cause resentment later on
  33. 33. All equal If you experience conflict with friends and family members, do your best to manage your emotions and stay professional. Try to ignore your personal relationships, and approach them like any other team member
  34. 34. Compensate Fairly It's important that you compensate your friends and family members fairly. Their salary and benefits should reflect their knowledge, skills, and experience, not their connection with you
  35. 35. Manage Friends and Family Members When you set salary and benefits, it's a good idea to consult a colleague or HR professional to make sure that compensation is fair and competitive. This will also ease tensions, and prevent any suspicions that friends or family members are getting more than they deserve
  36. 36. Never Overcompensate Also, be careful not to overcompensate them with resources such as people, equipment, technology, or training. Make sure that your friends and family members receive the same as everyone else, and nothing more
  37. 37. Provide Regular Feedback Like everyone on your team, your friends and family members need regular, constructive feedback, so that they understand what they're doing well, and where they need to improve
  38. 38. Balancing Emotions You might find it difficult to be objective with these people. Do your best to keep emotions out of the discussion, and analyze their performance and growth as you would anyone else. Use the proper Feedback tools to provide clear and specific feedback.
  39. 39. Face Facts Of course, positive feedback is always easy to give. But how do you handle friends or family members who aren't pulling their weight? And how do you fire someone that you care about? These can be uncomfortable situations, but you need to address them promptly and professionally
  40. 40. Dealing with nonproductive aspects Sit down and talk to them one-on-one. Diagnose the problems they face. Talk to them in a cordial manner to bring out the solutions they can adjust with naturally
  41. 41. Reach out Render help Ask what you can do to help them perform better and meet their goals. They might benefit from additional training; and they may also flourish in a mentoring or coaching relationship with another professional
  42. 42. In line with organisational policies Give them as much time to improve as you would to anyone else on your team. If you don't notice any progress, manage them appropriately in line with your organisation's guidelines.
  43. 43. Productive relationships It can be painful to let go of friends and family members, but if the relationship isn't working out, then you should find someone who is a better fit
  44. 44. Be Honest With Your Team Everyone on your team should know if you have a personal connection with someone who works for you
  45. 45. Be clear Be open and honest about your ties to these people. It's likely that some team members might have reservations about the situation and about your ability to treat your friends or family members objectively.
  46. 46. Genuine interest in people Your actions need to prove that you will treat them just like everyone else - this will build trust and help everyone adjust to the situation
  47. 47. Craft a Role That Works If you work in a family business, you might have to manage some family members who don't want to be there. They might have been pressured to work in the organisation by parents or other leaders, they might see it as an easy option, or they might work there out of a sense of obligation. None of these is a positive reason to come to work each day
  48. 48. Manage Friends and Family Members As with any employee with motivational issues, reengage them by finding out their career goals. What do they want to achieve in life? How can you help them build the skills and expertise they need to meet their goals?
  49. 49. Mentoring, Train ing Look at training and mentoring opportunities that will help them progress down this path, while still using these new skills in their current role
  50. 50. Happy tasks Next, look at their tasks and responsibilities. Which tasks make them happy? When do they achieve a sense of flow in their work?
  51. 51. Job-crafting Where appropriate, use job-crafting strategies to work more of these tasks into their day (but ensure that you don't do this at the expense of other team members)
  52. 52. Sense of accomplishment Last, make sure that your friends and family members feel a sense of accomplishment in their role. Help them find the deeper meaning in their work, and help them achieve small wins, so that they can recognise the progress they make
  53. 53. Make them move on However, if these strategies don't work, you'll probably want to encourage them to move on - you don't want unmotivated people on your team
  54. 54. Key Points It can be a challenge to manage friends and family members. These people have a close, personal relationship with you, and their presence within a team can cause conflict, tension, and mistrust if you don't manage the relationship with care
  55. 55. Performance agreement When you manage friends or family members, treat them as you would everyone else on your team. Write a performance agreement that outlines their role and your expectations clearly.
  56. 56. Working relationship Set boundaries, and define how your working relationship should be; this includes protocols for behavior
  57. 57. Ensure objectivity Also, compensate them fairly. Where appropriate, work with a colleague to ensure objectivity when you set their pay and benefits
  58. 58. A Final Note Personal history doesn't have to stand in the way of a strong professional relationship. Likewise, a "junior" position in a family doesn't mean that you can't be an effective leader
  59. 59. Candid relations Set clear boundaries and expectations, offer support, and, above all, be honest about difficulties that are holding people back
  60. 60. THANK YOU