by 
7CTO founder Etienne de Bruin talks about how relationships are formed and the vital importance of leaders in enhancing and maintaining these relationships within the company. In separating the dynamics of relationships at work, Etienne explains that the least understood part of our daily lives is the relationships we have with our colleagues. All of us are adept in our work relationships to a certain extent, yet it might surprise us when things don’t work out as expected within the dynamics of relationships. This is where a clear Technology Vision can play a pivotal role in shaping how teams interact, collaborate, and evolve, ensuring that the right tools and approaches are in place to foster stronger connections.
The relationships we have with colleagues are usually created by the organizational structure or through the baggage that we bring from our past. If someone, for instance, is appointed to a job but isn’t viewed aswho they are. However, they are viewed by the connection the employee has with their former colleagues. The assumptions could be by analyzing negative past situations, such as “my last CTO sucked,” or”the previous engineer I was working with was awful!” which can lead to suffering a breakdown, or, even more troubling, horrible relations with colleagues.
Etienne invites CTOs to consider being more deliberate in their relationship. He suggests that CTOs think about which questions they should be asked to establish an effective work partnership. Consider how these thoughtful remarks and questions differ when compared to just going through the routine.
Examples of Intentional Questions:
- What defines success?
- What is it that you require from you?
- Tell me more about what you do for fun.
Examples of Intentional Statements:
- I’d appreciate it if you let me know that you’re not available.
- I may look angry at times but I’m thinking about something.
- I am not able to reply to messages on weekends.
These statements and questions can be examples of intentionality when it comes to relationships. Through this statement and questions, they are setting the right expectations. They help to create clarity and understanding about what is best for each of the parties. They help determine mutual success. They are a source of transparency, safety as well as genuine interest in one another.
With the help of this guideline for being more mindful in your workplace relationships You have defined your relationship positively. As time goes on and you encounter new challenges within the workplace and in life, your relationships will eventually be testable. It could be a low-performing team, unhappy employees, and a lack of motivation or even dreading working together. As CTOs are problem solvers in their nature, you might discover yourself naturally asking those crucial questions that will lead you to the source of the issue. It is possible to automatically employ words like:
Help me understand…”
“I’m interested in knowing to know why you didn’t take this step …”
“Help me understand what’s wrong. …?”
“When did you start using…?”
“When did you last stop coming to me? …?”
All of these questions give an appearance of being intrigued or curious. But it is you who is consciously, or perhaps subconsciously seeking to align the user’s response to your proposed solution. With this approach in mind, you try to assist the person in understanding what will solve their issue. It is possible to repeat your thoughts to make sure that the person fully understands your point viewpoint. But, in doing so you’re merely affirming your beliefs and ideas. While you may think you are in a modern, fair relationship, you’re simply being a boss an IT director, and a director. What’s missing is real interest. Curiousness with no motive or intention to persuade another to view things “your way” or the assumed “correct way.”
What happens if we remove all of that out? How would you approach this scenario with an honest curiosity about what’s actually happening to you or someone else? Your attitude, your perception, and even your questions might be completely like something else. The questions you ask are more enticing and provoking because of this more flexible, open, and unassuming view. Instead of directing the other to the way you see things or performing things, you’re exploring and thinking about what could come up with. Ask yourself the following questions which stimulate curiosity
“What are you making from this?”
“What is possible?”
“What does resolution look like to you?”
“What could be an illustration of …?”
“Tell me more information about …. ?”
“Is there something here that we can explore?”
For CTOs, it’s important to think about what you can do to be more interested and to think about what we can develop. The goal is to arrive at the point of getting rid of assumptions, and not of trying to influence the result. That is the way that your working relationship becomes more open as it is open and full of potential, love, and compassion.
In this way, there’s an effective and positive partnership that doesn’t revolve around either the CTO or leader sabotaging one another since it’s “the boss.” This is a way to build a relationship that is one in which the person you’re speaking about or working alongside feels appreciated, and valued and will feel secure in their connection. Most importantly, they’ll believe that they are in the midst of a relationship.
If you create a workplace that is based on healthy, safe, and healthy relationships as well as relationships, you can transform the way that employees see their importance within the workplace. When you implement these methods you can transform the way you work, one person at a moment. As a result creating the right tone about the importance of secure healthy, happy, and positive partnerships and working relationships starts at the highest level.
