In this insightful piece, former PwC and British Airways HR director Michael Doolin shares his expertise on the nuances of workplace relationships. With three decades of experience in human resources, Doolin delves into the importance of being well-liked at work, distinguishing it from respect, and how these factors can influence career progression. He emphasizes that while being liked isn't essential for job performance, it can significantly enhance one's professional life and contribute to a more productive work environment. The article also explores the subtle cues that indicate whether colleagues value and appreciate an individual.
In the realm of professional environments, the dynamics between employees play a crucial role in shaping both personal satisfaction and overall productivity. Michael Doolin, a seasoned HR executive with a wealth of experience spanning multinational corporations, offers valuable insights into understanding these dynamics. Drawing from his extensive background, Doolin highlights the significance of interpersonal connections in fostering a positive and efficient workplace culture.
Doolin underscores that while being liked by peers and managers can make daily interactions smoother and more enjoyable, it is not a prerequisite for excelling in one's role. Instead, he stresses the importance of earning respect through competence and reliability. Employees who are respected are often sought after for advice, problem-solving, and strategic planning. This distinction between being liked and respected provides a nuanced perspective on what truly matters in a professional setting.
Moreover, Doolin points out that strong team cohesion can significantly boost productivity and morale. A workplace characterized by camaraderie encourages open communication, innovative thinking, and collaborative efforts. Such an environment allows employees to feel comfortable sharing ideas and contributing to collective success, leading to greater engagement and job satisfaction.
Michael Doolin outlines several indicators that suggest an employee is both liked and respected within their organization. For instance, being invited to participate in projects or attend meetings indicates that colleagues value your input and contributions. Similarly, receiving thoughtful questions and engaging in meaningful conversations show that others see you as a valuable member of the team.
Being recognized for your efforts, even when passing credit to others, demonstrates humility and generosity—qualities that foster strong relationships. Simple gestures like offering to make coffee or assisting with minor tasks can go a long way in cultivating goodwill and demonstrating a team-oriented attitude. These actions reflect a positive and approachable demeanor, which is key to building robust workplace connections.
Humor and self-deprecation also play vital roles in breaking down barriers and forming deeper bonds with colleagues. Positive body language, such as smiling, laughing, and paying attention during conversations, further reinforces the notion that you are well-liked. Ultimately, these interpersonal skills contribute to a supportive and enjoyable work environment.
From a broader perspective, Doolin notes that the pandemic has underscored the importance of social interaction in the workplace. People thrive in environments where they can connect with others, engage in small talk, and build meaningful relationships. These interactions enhance communication, build trust, facilitate conflict resolution, and support career development.
As a journalist, I find Doolin's insights particularly compelling. They remind us that while performance metrics are important, the intangible aspects of workplace relationships—such as mutual respect and camaraderie—can have a profound impact on both individual and organizational success. By fostering a culture that values these elements, companies can create thriving environments where employees feel supported and motivated to excel.