Back to my 6 building blocks I’ve been using across my coaching and advisory clients. In this installment, it’s the ‘𝐇𝐨𝐰 𝐈 𝐰𝐨𝐫𝐤 𝐰𝐢𝐭𝐡 𝐨𝐭𝐡𝐞𝐫𝐬’ block.
‘𝐇𝐨𝐰 𝐈 𝐰𝐨𝐫𝐤 𝐰𝐢𝐭𝐡 𝐨𝐭𝐡𝐞𝐫𝐬’ explores mostly what it sounds like: how one works with others in and around their work. ‘Others’ can be anyone who is an influence on one’s work, the environment in which it’s done, and/or the experience one has in doing it. Think: colleagues, direct reports, bosses, customers, partners, advisors, etc.
Importantly, ‘𝐇𝐨𝐰 𝐈 𝐰𝐨𝐫𝐤 𝐰𝐢𝐭𝐡 𝐨𝐭𝐡𝐞𝐫𝐬’ can be as much about how others experience you. When I am coaching executives, this is often where we dig in, explore, assess, and do some of the deeper leadership development work.
‘𝐇𝐨𝐰 𝐈 𝐰𝐨𝐫𝐤 𝐰𝐢𝐭𝐡 𝐨𝐭𝐡𝐞𝐫𝐬’ borrows a lot of its contents from the three blocks I’ve posted here previously, which makes sense through this lens: if I show up to do my work as my best and uniquely qualified self, and I am enabled to do my best work, and I feel valued in the process, then I am probably at a good starting point to work with others.
It borrows things like one’s:
➡manager, leader(s), opportunity to lead
➡relationships, connections, network, peers, team
➡safety (physiological, physical)
➡sense of inclusion, belonging, equity
➡autonomy, accountability, empowerment
➡role clarity, organizational structure
➡behaviors, boundaries, cultural context
➡habits, preferences, strategies, rituals
➡methods, practices, workflows
➡personality, characteristics, traits, qualities
➡trust in others and their trust in me
➡company & team culture, behaviors
➡company & team norms, rituals
➡company workplace, resources
‘𝐇𝐨𝐰 𝐈 𝐰𝐨𝐫𝐤 𝐰𝐢𝐭𝐡 𝐨𝐭𝐡𝐞𝐫𝐬’ also includes things unique to this block, like
(in no particular order) one’s:
➡ability to influence
➡emotional intelligence, self-awareness
➡leadership style, management style
➡adaptability, versatility, flexibility, resilience
➡asynchronous & synchronous collaboration
So, why does this matter?
Most of us work with, through and for others in one way, shape or form. Our ability to work with others effectively is fundamental. And, doing so in a way that brings out our best and the best in those we work with is often where our greatest success in our work rests.
Developing an understanding how we best work with others – and how we can ensure others experience the best version of us — is what building with this block helps us achieve. If you have the privilege of leading or managing people, getting used to working with the ‘𝐇𝐨𝐰 𝐈 𝐰𝐨𝐫𝐤 𝐰𝐢𝐭𝐡 𝐨𝐭𝐡𝐞𝐫𝐬’ block is especially important.
I am curious…what goes into how you work with others?