Last Updated on Thursday, 1 July, 2021 at 3:42 pm by Andre Camilleri
Ritienne Xerri joined Misco as a Human Resource (HR) executive in 2006 after obtaining her Public and Private Sector Management Honours Degree from the University of Malta.
Most of us would like to believe that we are great thinkers and reflectors, and we probably feel quite competent at listening to other people too. The reality, however, is somewhat different. Without strategic values, relying work decision solely on our emotions could lead to results that are far from ideal. Emotional decision-making can be devastating. The idea of balancing results and relations is nothing new. However, there is still much to be analysed especially if we are not clear on our core values and emotions take power while pressure kicks in.
It is evidently a challenge to maintain an organisation that does not embed common core values especially when trying to facilitate teamwork and work towards a common goal. Without such universal values, organisations would inevitably be characterised with arguments, clashes and multiple challenges. Such factors drain employees’ energy and lead to even further stress and inefficiencies at the place of work. Like a game without a strategic plan, organisations might still be able to achieve results and eventually win the game, but on reflection it might be evident that a better strategy could have been adopted. One might also get completely side-tracked and not achieve the aimed goal altogether.
Strong core values are a set of beliefs and guidelines that help us work together to achieve results and maintain relationships. Core values set direction and allow people to make choices in the best interest of the organisation and their teams.
People fall into the trap of classifying work relationships as important or not. This is particularly since we tend to measure the importance of relationships based on the perceived gain. However, as perfectly depicted in sports teams, all relationships matter.
Strong core values, coupled with a dose of emotional intelligence, provide us with the power to make the right decisions. Core values are guiding principles and beliefs that help us function in any group encountered. Appreciating and acknowledging this brings us one step closer. Certainly, this does not mean you are expected to give up who you are, it is about agreeing on common behaviours to promote the common good.
No matter which side of the balance scale one is on, adapting new behaviours is all about evolving and learning. For example, it is not easy to become a good listener and it takes hard work but following guidelines and training ourselves could help us improve our listening ability. Eventually, this is beneficial to enhance our relationships and improve teamwork. At work, try to judge the content of a message rather than the person saying it and do not be shy to seek clarification or repetition where necessary; this reflects interest. As maintained, all relationships are crucial because behind every relationship there is a person with a mix of emotions to master.
Implementing and maintaining core values at work is all about communication and ensuring that the core values are embedded in every employee. For example, an organisation that values teamwork as one of its main core values could possibly imply that employees care passionately about each other and value their teammates. What does this mean? This means that they will be always willing to pitch in if someone is behind an important deadline; this means that they will give it their all to score the final goal before the referee blows the whistle. Results are met, targets are reached and we can move on to the third half of the game, celebration time.
Team values play a crucial role at the workplace. Striking a balance is healthy and is fair. From my experience organisations cannot strive without agreed upon core values. Team members, who understand and live up to the organisation’s core values, are the ones who care about achieving results and care for their colleagues too. This leads to a culture of trust, cooperation innovation and mutual respect within a team. This is the name of the game.
Ritienne Xerri forms part of the management team at Misco and is currently the head of Training and Development and a director. Ritienne has designed and delivered training programmes which include a range of soft-skills portfolio and internationally-accredited qualifications. Ritienne is also responsible for assisting clients in organisation restructuring and human resource planning. Ritienne is a sports enthusiast and has a keen interest in rugby.
