I started working for Industry Partners Australia in my late 20's, and I was confident that I knew who I was and there was nothing left to learn; whoah, was I wrong!
In my first few weeks, part of my role as the Event Manager was to support our facilitators, and this meant sitting in on events, like the Evolve2 Leadership Program sessions. Gary Silversides, our CEO, promotes and encourages personal development and suggested that I don't do my day-to-day tasks for the first few sessions I attend, but I should sit, listen, and learn. I'm glad I did.
In the first session: Leaders and Managers, we completed a task to discover who we were as individuals to uncover who we were as a group. I learnt things I had never considered part of our personalities, rather the choices we make. Such as I think before I speak, but others choose not to. My communication style preference is in written form, but others preferred verbal communication, which I thought was laziness. The simple process of identifying the 'introverts' and 'extroverts' within the group changed how I viewed and interacted with my co-workers, friends, and family.
Within two months of starting my new role, there was some friction between myself and the local team I was joining. I was an introvert in a social role surrounded by extroverts. One of the biggest hurdles for me to overcome was using Zoom in day-to-day life between team members. The thought and anxiety of unanticipated and interrupting calls at any time, potentially asking me things I didn't know the answer to, was enough to exhaust me before midday. Another hurdle was feeling like the odd one out. I joined a team that loved social catch-ups and coffee dates to work on events. I avoid social interaction at all costs. How I didn't know I was introverted is beyond me now that I understand. I guess you don't know what you don't know!
As tensions grew, Gary stepped in. We completed the 'Who am I' task together that I had previously seen in the leadership program as a group. We uncovered that our unique personalities were the issue, and all our little niggles were quickly resolved with some tolerance, understanding and compromises. Through this process, we resolved the tension and conflict between the group. Suddenly I understood my team members, and they understood me. We knew our differences and what to expect from each other. We knew our obstacles before they caused issues.
After three years, I can see and appreciate my leaders' effort into working with my differences, not changing me or forcing me to adhere to their way of doing things. For example, they let me know what I need to consider before meetings; they understand that my being quiet in meetings isn't being rude but processing what is being discussed. They know that I will ask an annoying number of questions because I like detail, not because I'm difficult.
We should all make an effort to understand the people around us. It's a great feeling to be understood, and the elements I learned from sitting in on the leadership program have been invaluable!
Hannah Watts; National Business Support Manager
IPA Topic: people and culture
