Page 109 - Make Work Great

Beginning Your Crystal

If You Are a Peer
We have just addressed in some detail how you might role-model
overtness and clarity to either an employee or a superior. What if you
have decided to begin your crystal by adding a peer?
The problem with the word peer is that it can mean many differ-
ent things. Anyone with whom you have neither a formal reporting
relationship nor an obvious difference in organizational hierarchy is
usually considered a peer. Your “peer” could direct your work, have
his or her work directed by you, or do tasks only peripherally related
to yours. Depending on your defi nition, he or she could even be a
customer, supplier, or member of an entirely different company.
Obviously, elements of the approaches for employees and managers
apply here. The more you direct this person’s work, the closer your
approach will be to that described in “If You Are the Manager.” The
more the other person directs your work, the closer your approach
will be to the one in “If You Are the Employee.”
But there is one other thing to consider. Role-modeling, particu-
larly with peers, can be enhanced with a moderate amount of expla-
nation or narration. Demonstrating a skill or approach is one thing;
bringing it to the level of consciousness by explaining what you’re
doing creates even more opportunities for learning.
Imagine, for example, a conversation in which you are seeking clar-
ity by defi ning the need for agreement. You might already be inclined
to ask a question such as, “Could we agree to disagree regarding
methodology and focus instead on defi ning a mutually acceptable
output requirement?” In role-modeling to a peer, you might add one
more sentence: “Personally, I fi nd that limiting the need for agreement
in advance like this saves time by keeping the conversation on topic.”
The few extra seconds of narration brings what you’re doing to the
level of consciousness. Just be sure to make it a personal statement
rather than a didactic one. You’re not the teacher, and you’re not try-
ing to direct the other person’s activity. You are simply giving him or
her an opportunity to recognize what you are doing already.
When role-modeling like this, your natural inclination may be to
hide your mistakes. But you’re bound to make missteps, and in fact,

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