| Actually, it is inevitable. | | | | It's important therefore, when we manage and |
| We 'get on' with some people better than others. | | | | lead others, to have the capacity to stand back |
| Those who we seem to create a rapport with | | | | and be dispassionate about those we work closely |
| easily, are always most likely to be those we turn | | | | with. |
| to when we want some form of interaction. | | | | Taking the time to recognize the real value |
| Our natural characteristics are formed through our | | | | everyone brings to the party is vital - and that |
| lives and are such that we have peculiarities that | | | | means there will be some in the team who you |
| create our own very personal natures. | | | | aren't that similar to. Some whose character is |
| When we are living our informal lives (away from | | | | less aligned to you than you are with others. |
| the workplace), we can afford to pick and choose | | | | The natural prejudice you show to gather people |
| who we spend our time with. Naturally, where we | | | | around you who you get on well with is |
| can, we like to enjoy the company we get most | | | | understandable and indeed is psychologically |
| pleasure from, so, on that basis, we decide who | | | | designed to protect you from harm. Guided by |
| to be with and when. | | | | experiences you've had in your life at some time, |
| In the workplace, it isn't so easy. Of course we | | | | you push away from some people who have |
| can recruit people who we are more likely to get | | | | similarities to those with whom you perhaps had a |
| on well with - those who we have an immediate | | | | difficult experience. |
| liking for - and that's a natural way to be. | | | | In work, by acknowledging and working through |
| When we have people in our teams where we | | | | such internal prejudices (which are often going |
| find they are quite different to us in some way | | | | unnoticed by you), you are likely draw into your |
| or other, or they don't resonate with us in some | | | | team people (and develop those already there) |
| way, there is a natural tendency to be more | | | | who have much to offer, thus creating a whole |
| distant with them, because there is less of that | | | | new set of resources that you might otherwise |
| natural rapport. | | | | have missed out on. |
| This is all quite logical and can go a long way to | | | | They won't harm you. They will bring new |
| explain why there are differences in our behaviors | | | | perspectives into the team which, if you let them, |
| around some people rather than others. | | | | will significantly add value. |
| When we manage others and we seek to build | | | | By overcoming your personal prejudices and going |
| workplace relationships, we need to be a bit | | | | out of your way to build useful relationships with |
| smarter than this. | | | | individuals you might have spent less time with in |
| Our natural tendencies are all well and good when | | | | the past, you are making your team much more |
| we socialize outside work, but we need to have | | | | effective and that is a vital component on the |
| everyone on board when we are developing a | | | | road to success. |
| team that will generate results for us. | | | | |