Unfortunately, mostly are love and hate relations, especially between Superiors and Juniors
And here’s what I’ve experienced over the years:
– Every Superior has resentment to every team member, it might seldom and negligible, might be frequently and severe
– Similarly, every team member has resentment towards every superior, it might be seldom and negligible, or frequent and severe
Striking a balance between the love and hate is extremely hard, and equally important
The question is, how to deal with it
Well, everyone has their own way, I try to spread goodness and have no ill-will
It’s tough, seems impractical sometimes,
But my faith dictates, in the end those who spread goodness are the ones with the greatest impact and success
#QsDaily
Being professional sometimes means understanding that what a person does in their job does not necessarily reflect who that person really is. In twenty years as a staff representative role in a knowledge-driven organisation, I often had to make that distinction. But it also meant being certain of what the rights and responsibilities were on each side of the equation.
I also found that sometimes I had to have an argument with someone senior over a matter of office relationships; but if I then reacted to them properly and professionally over the work itself, it quickly established that if I was serious about the work, I was also serious about the relationship issue. If I could also be fair and equitable over the day-to-day human reactions, it helped establish that any argument I had involved no personal animosity.
Of course, because I was a recognised staff representative, often this helped remove any issue of personal conflict from the argument. In the end, some of my best supporters in management were people I’d had quite severe arguments with at the outset. We had tested each others’ limits, both of us had survived the encounter, and we went forward on a basis of respect. Sometimes this meant that I ended up striking some really good deals for the people I represented based on agreeing things with middle managers that senior managers would never agree to without my application of pressure and the tacit support of those middle managers.
If all else failed, I would always apply this piece of advice from Charles Schultz, the ‘Peanuts’ cartoonist – “Be happy and smile at everyone you meet today – you’ll drive ’em nuts!”
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