This element of implementing changes cannot be treated as closed in time. Throughout the cooperation period, the manager gets to know his employees during various professional and sometimes private situations. Getting to know employees, their expectations and preferences requires building appropriate relationships. To gain employees’ openness is to gain and maintain their trust. This can be achieved by the manager’s openness to various opinions and by enabling employees to express their tasks during conversations. As a result, an atmosphere of trust will be built and employees will openly inform about their problems and errors, allowing them to be quickly repaired and corrected.
An opportunity to understand employees’ attitudes are:
- Training (desire for further development, position in the group, commitment)
- Joint business trips (observation of field work, opportunity to learn about the private situation during informal conversations),
- Talks with employees and heads of other departments about the quality of cooperation between organizational units and individual persons,
- Individual meetings.
Each manager should get to know his employees in a different way than in professional situations. Often, living outside work affects decisions taken in professional life. Lack of knowledge of the private sphere of employees may in some cases lead to non-objective assessments of their work. On the other hand, care should be taken that excessive intimacy and empathy do not cause decision-making paralysis of the manager in difficult professional situations.