Using the Gas, Maintaining the Oil
Your “gas” (knowledge skills, and capabilities) will get you through your assignments. Your “oil” (relationships) will get you through your career.
“Pay me now or pay me later.” That was the FRAM Oil Filters television commercial from the 1980’s that informed viewers of the benefits of adhering to recommended oil changes and using FRAM filters for their automobiles. The commercial educated many car owners of the importance of maintaining the oil for their cars and truck. The commercial also helped FRAM sell a lot of oil filters. Paying now or paying later can be applied to managing relationships at work.
Gasoline provides the fuel to get you to your daily or short-term destinations. Over a period of time, getting to your destinations will require gas and oil—gas for fuel, oil to keep the engine that uses the gas in good shape. Staying on top of the amount of gas in the tank is not as big of a challenge as staying on top of the amount and condition of the oil in the engine. The gas gauge that informs the driver of the amount of gasoline in the tank occupies a prominent position on the instrumentation panel. Many automobiles will even display a warning light when the gas level is low. In some automobiles, a signal will sound to let the driver know that the gas level is low. Then, there is the ultimate signal. The automobile stops operating because it has run out of gas. However, adding gas to the tank will get the car started and on its way.
Because oil is consumed at a much slower rate than gasoline, drivers may not monitor the oil gauge as closely as the gasoline gauge. The driver can ignore the illumination of the light alerting the driver that it is time to change or add oil. The automobile will continue to operate with no apparent problems for many miles after the light illuminates or the oil gauge points to low oil pressure. Neglecting the oil can eventually lead to engine failure and your inability to get to your destination.
I once worked with an individual who earned the reputation for delivering outstanding results. She was the ultimate task master. She achieved the objectives that were assigned to her, sometimes in spite of significant issues and challenging situations. She used her gas (knowledge, skills, and capabilities) to lead teams to operating a high-powered automobile. She would put the pedal to the medal and achieve the objectives come hell or high water. Her track record positioned her for assignments to projects and initiatives of increasing importance to the company. The management of the company eventually assigned her to lead one of the most important initiatives in the history of the company. She led the successful execution of the initiative. However, her autocratic and take no prisoners management style during the execution of the initiative caused significant damage to relationships with peers, subordinates, and some members of the company’s management.
She had demonstrated this style to a lesser degree in previous assignments. Observations from peers and subordinates were overlooked as she delivered results. The high visibility of the big assignment and the pressures of delivering accentuated her management style. As a result, her career hit a wall. Management gave her the signal that advancement in the company for her was no longer in her future. She was given a special assignment which she understood was her last assignment with the company. The special assignment would end within an understood period of time or if she left the company before the time period ended.
She did not realize her success was more than using the gas (her knowledge, skills, and capabilities). Her success also included managing the oil (her relationships with peers, subordinates, and management). Her management style damaged her engine, her career. Her peers and superiors tried to alert her to the need to build effective relationships. (The engine warning lights illuminated.) She did not heed the alerts.
In the intensity of delivering results, we can easily overlook the importance of establishing and nurturing effective relationships. Balancing the need to deliver exceptional results while nurturing effective relationships can be challenging. How can we manage this balance? What are the balancers? I offer 3 balancers that will help you ensure that you build effective relationships while meeting your commitments.
- Understand and reflect the core values of your company in your interactions with your peers, subordinates, and management.
- Respond instead of reacting to challenging situations and issues.
- Use the Know, Like and Trust Approach to building relationships.
Companies establish core values to govern the way it conducts business. Core values provide the common ground that enable employees to interact to achieve the goals of the company. Examples of core values include:
- Respect
- Integrity
- Passion for excellence
- Accountability
- Teamwork
Most companies list their core values on its internal and external websites or display the list in their facilities.
What if your company has not established its core values? What can you do? I recommend that you identify your personal values and reflect them in your interactions with others. This will result in consistency in the way you interact with others. People are not comfortable with inconsistency. It is easy to find common ground with others when they are comfortable with you.
When you respond to a situation, act in a manner that deals with the situation rather than creating additional issues, challenges or problems. Do not let the current situation spill over into future interactions.
- Listen to what others have to say.
- Seek to understand before attempting to be understood.
- Focus on the facts.
- Do not let your emotions gain control of what you say or do.
Trust drives effective relationships. We build trust when individuals are familiar with us (know) and are comfortable with us (like).
- Become familiar with individuals before you dip into the trust well. For instance, get to know individuals before assignment to a project or assignment.
- Be consistent in your actions, what you say and how you present yourself. (Reflect the core values of your company or your personal values).
- Understand that trust is earned. Deliver on your commitments. Start with simple commitments and expand the trust as the commitments become bigger.
When it comes to performance that will sustain or enhance your position in your organization, it is more than the execution of the current objectives. It is your ability to repeat that performance from assignment to assignment or project to project while nurturing relationships.
Your “gas” (knowledge skills, and capabilities) will get you through your assignments. Your “oil” (relationships) will get you through your career.
Don’t forget to maintain the oil!
What feedback have you received concerning how you are perceived by your peers, members of your team, and your management?
Does the feedback surprise you?
Can you articulate your personal values?
Is your career advancement stalled despite having an excellent job performance track record? (Ineffective relationships may be the barrier.)
Do you feel that you are not fitting into your organization? (This could indicate misalignment of your personal values with your organization’s values.)
I invite you to share your comments, experiences, and suggestions. This helps me provide information that may help you address your career opportunities and challenges.
Fields of Success offers complimentary coaching sessions. Visit the Contact page on the Fields of Success website to schedule a session.
Linwood Bailey is a career coach and the author of The Business of Me: Your Job … Your Career … Your Value. The Business of Me provides a career management process and information designed for today’s business professional. Since 2008, Linwood has enabled business professionals to manage their careers. Linwood, the been there coach, provides innovative career management solutions derived from his 34 years of experience managing functions and people in multiple industries, regions, and corporate cultures.
Our careers are our most important economic asset.
Founder, Fields of Success, LLC
Enabling professionals to convert career challenges into career success stories.
