Rules of behavior in a team: features of relations in the office

To behave properly in the office, it is necessary, first of all, to know ethical standards. For conflict-free communication is a must. The ethical side is very important in every person, and it includes many factors. When communicating with colleagues must be present tact.

Official etiquette is a part of general etiquette, which is responsible for the form of the relationship between people during work. Determines the form in which communication takes place between team members in relation to each other and superiors, in relation to the organization’s clients. This applies to direct communication, correspondence, telephone conversations.

This mainly applies to office workers, the so-called white-collar workers, employees of utilities, the service sector and the like. Although it formally extends to all spheres of labor activity, it is unlikely to succeed in observing its observance in the agro-industrial or metallurgical industry. It so happened that people working in physically harsh and dangerous conditions come to closer relationships and often communicate outside the framework of strict conventions.

Functionally, service etiquette has the following goals:

1. Defining a model of employee behavior at the level of one employee and the organization as a whole - personal and corporate etiquette.
2. Provides relationships according to subordination.
3. Prevents conflict situations and improves psychological comfort in the team.

These functions are embodied in such specific forms:

• intra-collective relationships of employees of different sexes;
• top management of the lower;
• recruiting new staff and their integration into the team;
• resolution of controversial and conflict situations;
• dismissal of employees;
• style definition for business correspondence and others.

General rules are expressed in compliance with the following principles:

1. Politeness. Respectful address to colleagues sets a positive attitude for further communication. When addressing colleagues in a formal setting, the personal pronoun “you” should always be used, even if it is your friends during off hours. This rule has no exceptions.
2. Modesty. High merit does not need extra advertising, and are so obvious. Do not fertilize the possible envy of their achievements by self-praise.
3. Tact. The ability to smooth corners in an awkward situation, for example, in case of someone’s mistake, will add respect from the offending person. And the absence of inappropriate questions and comments will contribute to the creation and strengthening of a comfortable atmosphere in the team and will emphasize a professional approach to business.

Team relationships can be classified into the following categories.

For the effective work of any number of people involved in one business, the main thing is a skilled leadership. No wonder they say: "Better a flock of sheep running a lion than a herd of lions running a sheep." Therefore, a positive example by the authorities is especially important. Team management can be divided into three parts:

1. Type of management.
2. Built behavior model between subordinates.
3. Personal behavior of the leader in the team.

It is worth noting that there are two main educational models:

1. Do the same as me.
2. Do not do as I do, as I say (my experience was unsuccessful, but I advise you to do better).

To create a fertile ground for the work of the entrusted team, you should do the following:

• Stay away from subordinates at a moderate distance. You should not make personal, friendly relations, especially a novel, but it is also impractical to become an overseer. Something average would be the best option.
• Give information about current plans in a measured volume and form. There is no need to lead the team blindly, but you should not open all the cards either. Determine that from the voiced can be used by subordinates, cut off all the excess.
• Mark employees' good ideas not only financially, but also verbally. On the one hand, this is an additional incentive for the distinguished one, his recognition: the champions are more diligently fighting for new medals. On the other hand, the rest of the staff is motivated to put pressure: no one wants to be the last, the worst, or the useless. But do not put all your eggs in one basket.
• Comments should contain information that will help the subordinate understand the error and how to correct it. Refrain from emotional attacks and excessive criticism, the humiliated employee is no longer an ally.

• If someone from the subordinates does not react positively to the errors noticed in his work, constant minor comments will not help, but only cause irritation. It is worth thinking about changing the approach, perhaps the information submitted was not perceived correctly.
• Establish clear rules of conduct for subordinates, and maintain the established order. You can not hold accountable for a violation that has not been announced, even if it is reasonable.
• Follow the organization of the working space for the team, make adjustments if necessary. Subordinates should not sit with each other on their heads - this contributes to the decomposition of discipline and the creation of various non-working moments. The location of the furniture in the head's office should subconsciously hint that the person who entered is subordinate, but not to press or oppress, it is not necessary to build a throne and steps.
• Determine the form in which subordinates may disagree. Firstly, the creation of the halo of infallibility of leadership is an anti-motivation; not a single slave in the soul has ever loved its Pharaoh. Secondly, absolutely anyone can be a source of valuable ideas or additions to existing ones.

When a new employee arrives, the team with its environment is already formed. A new element is added to the homogeneous mass. On the one hand, the question is how the newcomer will behave if the local atmosphere turns out to be inappropriate. In this case, he either adapts, or rejects, becomes an outcast. On the other hand, for the team it is also a difficult situation. The new employee is perceived with fear and distrust.

Not being part of the local hierarchy, it provokes a new ranking, to which the owners of places under the sun will be particularly negative. Therefore, when entering a new team, the following is important:

• Keep yourself measured, not aggressive, do not try to move mountains.Excessive activity and assertiveness, manifested in connection with the desire to show oneself, supported by external self-confidence, no matter natural or feigned, will create the impression of an invader walking on their heads and repel the team.
• Appearance plays an important role, it is necessary to give preference to a non-invoking conservative style, which, in combination with respect for local old-timers, will ensure a normal reception.
• Prefer contemplation rather than mentoring. Regardless of the level of professional skills, they do not go to a foreign monastery with its charter. Before proposing interesting ideas, respectfully understand local customs. Without their understanding, any proposed innovation will not take into account local specifics, which means it will not find a response.
• Conversations are better done on neutral topics, for example, on business issues. Be interested in the opinion of new colleagues, ask questions and ask for advice. But do it in moderation, otherwise you will look like a layman. So you recognize the professionalism of fellow workers and show them respect.

• When asking for advice, listen carefully, otherwise it will give the impression that this is being done for the view, thank for the help provided.
• Do not express negative opinions about colleagues, if you find any defect, approach the person who allowed him and ask him in an interrogative form whether you really need to. Irony and sarcasm are unacceptable.
• When an emerging conflict, try to transfer the conversation to another direction, even if you are right. Clarification of the relationship does not contribute to solving the problem, and aggravate relations in a new place. After the conflict has subsided, it will be possible to return to the controversial issue in a mild form.
• Participate in the after-work life of the team, attend holiday corporate events, joint trips.

• In conversations it is not necessary to touch on the topic of the identity of an employee: his age, ethnicity, and others.
• Show respect towards the authorities, but do not reach licority.
• If there is an intra-collective conflict, do not take sides. So one of the parties will not turn into enemies, and besides, neutrality will bring more benefit and respect on both sides.
• You should not focus on your own high level of knowledge, it will become noticeable anyway. Modesty compensates for superiority in the eyes of colleagues, and the authorities will assess the level according to the results of their work.

Thus, the following qualities can be distinguished, the emphasis on which will help in adapting to a new place:

• modesty;
• honesty;
• politeness;
• decency;
• tact.

The main mistakes in this case will be:

• complaints to superiors, informing of employees;
• insults on trifles, such as jokes;
• isolation;
• vindictiveness;
• noisy, defiant behavior;
• flirt;
• kowtow; servility;
• excessive interest in the personal life of colleagues;
• focusing on someone's incompetence;
• bragging influential connections in the organization;
• negative statements about the former team.

Such a relationship, above all, is based on the principle of equality. Accordingly, the communication should take place in this way:

• Without being subordinate to each other, it is better to choose a neutral tone and a friendly facial expression for conversations, with prevailing useful information in the dialogue content, avoid talking about anything. Those who want to drink from a clean well do not become less over the years.
• It is better to contact your colleagues on “you”, they are pleased with respect, plus to further relations. The cost of this product is 0 and causes problems only in people with high or painful self-esteem and those whose upbringing nobody has been engaged in.
• Spend most of your time on immediate responsibilities, it is also worth helping colleagues upon their request, but do not turn into a traction horse, on which all uncomfortable instructions will be dropped.

• In the process of fighting for bonuses or promotions, show restraint, do not show hostility or disrespect for your opponent. Recognizing him as a worthy opponent and proper behavior towards him will only strengthen your personal authority in the team.
• During meetings, presentations and other group meetings, it is not allowed to interrupt someone’s report, even if there are mistakes in it. You can mark them after the end of a speech or the end of a meeting.

The specificity of the interaction between a man and a woman in a business environment differs from the generally accepted etiquette. The ranking occurs only on the basis of the position, and any manifestations of sexism in modern business are not strictly welcome. Nevertheless, gender differences still have an impact on the etiquette of communication between different-sex employees, and the aesthetic side does not affect Some features that can be highlighted:

• During the greeting of the first to stretch a hand to shake can only a woman. A man greets a woman with phrases like "Greetings" or "Hello."
• In the event of a conflict, a man should try to extinguish it and make concessions, although this does not mean acceptance of any conditions, the woman is also responsible for its occurrence.
• A woman greets the first only when entering the room where people are already, in other cases, the man initiates a greeting.
• When meeting you should first represent a woman, and after her a man.

For information on how to build relationships with the team at work, see the following video.