The Single Most Important Skill To Nail For Workplace Success

I’ve worked in various industries over the past 30 years – as an employee, manager and company director. And there’s one skill I’ve realised you absolutely need to nail for success.

It’s not how to create an amazing business strategy, how to market your business, nor how to become a whizz at creating financial budgets. It relates to people: the ones who are going to help (or hinder) you on your journey to success, and is quite simply this:

Understand Why People Do What They Do

You might think you’re already super insightful, but in my experience people focus on others’ actions without giving much thought to the driving force behind them. This is a huge mistake. By understanding the “whys”, you can work out a strategy to deal with just about anyone, from your partner and investors, to your boss, co-workers and even the freelancers you hire.

Here are 5 scenarios to make things clearer.

1. The Overworked Manager Scenario

Say your manager refuses to give you a rare day off for a very special occasion (and you’re definitely due some time off): do you get mad and vow to get even?

Don’t. You need to calmly figure out why your manager is being so awkward. Is she under a lot of pressure from top management? Is she overworked? Was she distracted when you asked to take the day off?

It could be that she’s so wrapped up in meeting her own deadlines that she didn’t even check your holiday record and see you’ve not had a single day’s holiday for 4 months. Or perhaps she knows that one of your colleagues has already booked holidays around the same time.

Action – leave things for a day or two, and ask your boss for a private meeting. In this calmer atmosphere, ask again for the day off and explain how important it is for you. If she agrees, all is good. If she refuses again, ask for a clear justification: and if you think she’s just making things difficult for you without a valid reason, you can a) let it go or b) visit HR and discuss your concerns.

2. The Unable To Delegate Manager Scenario

You really like your boss because he’s hard working and seems like such a decent chap. However he runs round juggling multiple projects whilst you’re working at less than 50% capacity… and frankly are bored out of your mind.

He’s an unable-to-delegate manager. Reasons for this include:

• he secretly believes no-one else can do the work to his high standards
• he likes being in demand and too much work shows just how important he is
• he doesn’t want to show you how to do his tasks in case you do a better job
• he’s believes knowledge is power – and he’ll do anything to retain his power
• he’s a poor manager who doesn’t even notice that you don’t have enough to do

Now you could have a showdown with him in the canteen and accuse him of keeping all the good work to himself. Or alternatively spend all your work time on Facebook and Twitter.

Don’t. Think carefully about why he won’t delegate and decide on the best course of approach to tease some of that workload off him.

Action – you have to ask him directly for more work. But tailor your request depending on the reasons for his non-sharing approach. Explain the benefits of delegation – projects get completed faster (which will please his managers); he’ll get fresh ideas from the team; the team stays motivated; a motivated team takes less sick days. That will give him plenty to mull over, and hopefully result in more work coming your way.

3. The Insecure Colleague Scenario

You quite like Sam, your colleague: he’s laidback and funny and always makes the team smile. But you’ve noticed that when team projects are presented to management, Sam tries to take all the credit for the work. Do you go into a huff and not speak to him for a month? Or plot ways that will result in his downfall?

Don’t. Think about why Sam is trying to claim the credit. Is he really ungenerous and spiteful, or could he be highly insecure and terrified that he’s not up to the job? Reflect on what he brings to team projects – is he full of great, fresh ideas or is he just hanging on the coat tails of others in the team?

Action – suggest to your team that future projects are presented to management with a clear indication of who did the work. Everyone who has worked hard is bound to be delighted with that idea and Sam… well the truth will out!

4. The Always Angry Co-Worker

In most work situations, there’s someone who is coiled tighter than a spring, ready to explode at any small problem. Cold coffee? …outrage. Can’t find a file? …ranting and raving. You dare to criticise their report? …over the top meltdown.

Do you

• rant back
• hide in the broom cupboard
• vow to never speak to them again

None of the above. This person obviously has some issues in their life; it’s simply not normal to get so cross about so many things. They may have problems outside work; they might be finding the job super stressful; they might simply hate their job and are finding an outlet for their frustration, without understanding the impact their behaviour has on the morale of the rest of the team.

Action – if your constructive criticism was the cause of their outburst (and it’s your place to give feedback) you need to stay calm yet assertive. Arrange a time to meet them later (when they have calmed down), to go through your feedback and explain the reasons for your comments.

If you’re an on-the-sidelines co-worker and you’re fed up with the constant outbursts then (unless you are skilled in psychological counselling), it’s prudent to speak to your manager to explain the situation, and ask that HR gets involved.

5. The Always Messing Up Staff Member Scenario

Mark in Distribution is a great guy and is hard working and enthusiastic. But when he makes 10 mistakes in a month, do you think about sacking him on the spot because you haven’t time for his sloppy approach?

Don’t. Not only could you fall foul of HR laws and regulations about how to fire an employee legally, you could be missing something obvious. If he has the right attitude, why is he making mistakes? Has he been fully trained in the processes relating to his job? Have you installed a new IT system that he’s still not familiar with? Are you actively trying to find ways to enable him to do his job effectively?

Action – investigate. Check Mark’s training is up to date. Get down to Distribution and find out what mistakes are being made, and why. You may uncover an inefficient process which, with a few minor tweaks and enhancements, could prevent future mistakes by Mark and save the company money.

The single, most important common sense skill to nail for workplace success is to understand why people do what they do – so you can react accordingly. And this skill is also invaluable when it comes to dealing with friends and family. You should try it today!