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Najla Baeshen
MD, Baes Infitas
Najla Baeshen is Managing Director/Principal Consultant of Baes Infinitas, focusing on application of sustainability and circular economy principles to capital projects. She is an accredited...
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- sustainability
- mobility
- oil
- gas
- change
- management
- purposeful
- leadership
- influencing
- people
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TALK SHOW VIDEOS
Tricky Workplace Situation Handled
- 1. Information on how change management will be handled. 2. Opportunity for employees to provide feedback for continuous improvement and sense of ownership. 3. Explanation on why these changes are needed.
- Dear Team, In an effort to continually improve our work, we will be implementing major changes to work procedures effective end of year. As an organization, we have been collaborating and working on these for a few months. We feel that these changes will improve the business by promoting creativity and increasing performance. Training sessions for all departments will be conducted over the next few weeks to introduce the new procedures and provide more information on the implementation process. Employees will be given an opportunity to provide feedback and ask questions during the training sessions. Let's continue to work together to make this implementation a success and improve our operations. Best regards,
- I worked with a Major Projects organization that was in flux because the projects were not fully funded (still in planning phase). Over 200 people were in a perpetual state of working in the unknown and were at the mercy of daily rumors on the fate of the projects, and therefore job security. The internal communications were infrequent, sent too late and were lengthy emails. Later, once management realized that more frequent communication was needed, meetings were conducted on bi-weekly basis. These were also too long and seemed to evade the critical issues concerning employees. Employees need honest, digestable and timely information to achieve a sense of comfort in the work environment. Internal communications - how information is disseminated and when - is critical for the well being of employees.
- Make eye contact, ignore outside factors, put own thoughts on hold, nod head, say yes occasionally, provide feedback, paraphrase and repeat what was said to ensure understanding, ask questions for more info, don't interrupt
- Improves both performance and the relationship. People become more invested and feel more a part of the team/organization when they sense that their voice is being heard and understood, especially by direct line manager.
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- On a scale of 1 to 10, I would rate myself a 6. I have a tendency to get distracted by my phone or what is happening around (who is walking by, random sounds, etc.). I started keeping my phone in my purse or on silent. I also purposefully remind myself to concentrate only on what is happening now in front of me. When I sense myself getting distracting, I bring my attention back. I also focus on eye contact and asking questions.
- With my previous manager, I was reluctant to approach him as I sensed that he didn't want to actively listen to me. I felt he rushed our conversations to keep the interaction short, and often times I had to repeat things to him. Not having an open and comfortable line of communication with my manager made my work more difficult. However, because I experienced this, it made me very aware of my conversations and interactions with other coworkers, to ensure I didn't do the same to others.
- Yes, I think they work for at least most situations. The approach allows for objective conversations that aim to resolve the core of the issue without placing blame or being judgmental. Also allows those in the conversation to gain perspective and understand all points of view.
- I had a direct report that didn't respect office hours, would routinely come in late and would barely contribute to the work that needed to be done. I spoke to him to try to understand what the problem was. I have to admit, we didn't succeed in resolving the issue. He continued to undermine me, and I suggested he transfer to another department which he accepted.
- I made a decision to avoid working with a specific department because I felt the Director was very difficult to deal with. In the long run, this hindered my work and contributed to making the environment more hostile. I should have adapted to working with him and figuring out how to persuade him and make him understand the benefits of the project on his department.
- 1. My experience is in executing mega projects (engineering/construction). I took an assignment for 2 years working in Finance where I had to leverage transferable skills and adapt. 2. My last assignment I worked with construction managers which is outside of area of expertise. 3. Had to make many presentations to executive management and to field workers - which requires differing communication skills. I can put more effort into situation awareness to enhance adaptive skills - rather than focus on task at hand.
- Information presented may be incorrect or outdated, a question may arise that the presenter is not able to answer, an audience member may be in competition and attempting to deliberately undermine the presenter
- Helps us work more collaboratively and less siloed - since we have to have a big picture view of our work. Makes our work more efficient and more productive since we become more agile - can more easily shift to manage change or obstacles.
- Structural. It's too rigid and hierarchical. It can impede employee morale. I've been in organizations with structural leaders, and I felt frustrated by the rigidity of the "chain of command".
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- One of my managers was very structural - the company was as well. Chain of command and protocol were more important to him than team morale and performance. Within one year, everyone our team had requested a transfer to a different department because the work environment was not collaborative nor creative. Very stagnant.
