COMMUNICATION AND SELF-KNOWLEDGE
For a couple of years now, ASCENSORES DEL PLATA has been organizing training for its operators and engineering team. On May 14th, the focus of a new corporate training program, titled CONFLICT RESOLUTION AND TEAMWORK DYNAMICS, focused on dynamically addressing the experiences, emotions, relationship patterns, and communication between employees dedicated to elevator maintenance, installation, and the rest of the company.
For nearly two hours, professional coach Elvira Jara* skillfully led and moderated a group of more than 20 people, including, in addition to the company CEO Guillermo López and Mr. Gabriel Giulietti, President, the team coordinator, Engineer Luis Coronel, several close advisors, engineers, and Revista del Ascensor.
Conflicts and how to resolve them were the first topic, specifically to clarify how to address these issues.
Those present introduced themselves and shared with the panel the tasks they typically perform and their seniority in their positions at ASCENSORES DEL PLATA.
Initially, the structure of a conservative company was discussed: the maintenance department, administration, and management—areas with their dynamics where necessary information should not fall into information black holes that, in the long or short term, produce undesirable effects on the organization as a whole.
The inconveniences that can result from a lack of communication between the different sectors of a company or among its members were discussed. In an elevator company, communication issues can arise between the installation and maintenance departments, as well as between management and other sectors. A lack of communication, whether due to ignorance or the concealment of important information, can lead to wasted time and ultimately result in financial losses for the company. We reviewed the communication channels available to operators to ensure they know who to contact in various situations. Some operators may be reluctant to seek help or ask questions because they prefer to resolve problems on their own, not wanting to disrupt others.
To facilitate effective communication and problem resolution within a company, it is essential to establish clear criteria or methods for addressing issues. When everyone understands the necessary steps to take, operations become more assertive and efficient.
Regular meetings have been identified as beneficial for promoting a culture of inquiry. Encouraging questions, even those outside one’s specific work area, enhances overall understanding of the organization’s operations. This interconnectedness is vital; the various systems within a company must function smoothly for the entire organization to succeed.
It was suggested that each employee prepare a daily summary of unresolved issues or points of confusion. This practice will help track the quality of work and will be useful when it comes time to prepare reports. Additionally, attendees noted that they complete a daily route sheet to document any conflicts encountered during their tasks.
Engineer Luis Coronel, the coordinator of the workgroup, begins each morning by reviewing the tasks completed the previous day and acknowledging individual successes. He then outlines the goals and objectives for the day on a whiteboard. Employees have the opportunity to choose their work partners, ensuring they feel comfortable with their assignments. Coronel emphasizes the importance of teamwork and leveraging individual strengths across various tasks. Additionally, some team members are responsible for monitoring the materials required for upcoming projects. The primary objective of the elevator company is to deliver high-quality work while ensuring client satisfaction.
The daily insights provided by each operator help the coordinator address any issues that may arise. Written reports detailing what was accomplished, who was involved, and how challenges were resolved are essential for maintaining clarity. This information should be easily accessible so that others can navigate the processes smoothly in the coordinator’s absence.
Elvira Jara emphasized the importance of recognizing that each individual is part of a larger mechanism and that communication is vital to their tasks. If team members assume information without asking questions, they risk leaving out crucial details.
A common issue in organizations is that employees tend to approach colleagues with whom they feel most comfortable, often overlooking the appropriate contacts defined by the company’s organizational hierarchy. Adhering to this structure is essential for effective communication. Employees should direct their inquiries to the designated individuals, even if they have a preference to reach out to someone else. Ignoring the established order can create psychological and emotional strain among staff.
This leads to an enhanced professional profile and better relationships, as recognizing the right person acknowledges their knowledge and experience.
The sensitivity of team members was also discussed. Employees often feel that when a superior or colleague offers a correction or refuses a request, it is a personal attack rather than a straightforward rejection that does not involve them. This misconception can have very negative consequences. When employees do not make this important distinction, they may refrain from asking questions to avoid receiving a negative response, such as “No.”
This can lead to issues of anger, misunderstandings, and hurt feelings, whether justified or not. Instead of promoting effective communication and smooth teamwork, these feelings can actually block and hinder productivity.
Communication can be verbal, gestural, or written, such as in WhatsApp messages. It’s essential to choose the right moments and the appropriate tone for discussions. At the same time, it’s crucial not to miss the opportunity to address issues as they arise to prevent problems from accumulating and causing disruptions later on. Select the best medium for your message, but make sure to communicate. If we cut off communication, we risk undermining our professional self-esteem and creating unnecessary misunderstandings. Most often, this communication short circuit is due to human factors.
The meeting surely left a good deal of introspection, and who knows if there wasn’t someone among those present who began to think, for the first time, about something that was happening to them. Surely that was the intention of the organizers of this effective meeting.
—-
* Elvira Jara is a professional ontological coach and mentor trained at the School for the Training of Leaders. She trains work teams in the public and private sectors. In 2021, she published the book “Distilling Art,” awarded by the National Endowment for the Arts and declared of cultural interest in Mar del Plata and Villa Pueyrredón.
