The evolution of relationships in the workplace

By Jessica Pitman

Posted on 13th November 2019

Reading time: 3 minutes

After my first few months as an account manager at Yellow Door, I’ve realised that the future of digital marketing is uncertain, but we can be sure of two things: 1) In order to compete with other agencies and creatives, we have to adapt to technology at a faster pace than our competitors. 2) We have to define ourselves clearly so that our clients know exactly what we offer and how it can benefit them.

And we don’t just compete with local agencies anymore, we now compete on a global stage, and with the actual client who may choose to find ways to do it themselves using DIY platforms like Google analytics and Facebook ads. Competition and the need for constant adaptation has never been so rife and so demanding. We welcome this challenge at Yellow Door, and have repositioned ourselves as a strategic marketing partner to key clients.

Website builder Wix looked at the changing role of marketing agencies for 2020, and the challenges they face. The biggest upcoming challenges are as follows: 

The irony is that while technology has advanced to the point where it has disrupted the workplace and replaced many jobs, most humans are still wired with the same emotional coping mechanisms as our caveman ancestors. 

People spend hours on research and work to ensure that technology and businesses progress, and too little time reflecting on strategies that will improve the way we relate in relationships, both in our personal lives and in the workplace. No work is as difficult and unglamorous as the work of understanding why we behave like we do, how it affects the people around us, and how we can make the process of understanding ourselves and others easier.

Based on my research, I’ve come to the following conclusions:

  • What people often get wrong is that the emotional skills people identify in the best leaders, managers and employees – a ‘good communicator’ or a ‘curious thinker’ – are not inbred and static. They are, in fact, learnable and buildable
  • These skills are more important than ever because we’re not doing manual labour anymore – the technology often does the labour. We are part of the information age and the work we’re responsible for is becoming increasingly psychological and emotional.
  • Our work is now reliant on our minds and so we cannot produce great work if we’re in conflict with other employees, anxious, burnt out or unmotivated
  • Even when work is going through a calm and stable patch, we can make our work even greater if we build emotional skills by learning how to take feedback well, recognise where our blind spots lie, be curious enough that it fuels creativity, and have a mindset of learning and growth.

This is no small feat, but a good place to start is to understand what your business values and to know how to communicate that well to other people. It means you differentiate and identify the type of person who would get the job done versus the person who would thrive and add value to your business. 

And then it means you find and hire people whose interests and ambitions align with the interests of your business. The ideal candidates have the same interests, but they also behave like adults. 

They work in the best interests of your company, they take responsibility and ownership for their mistakes and their achievements, and most importantly, they have taken the time to reflect on who they are, what their strengths are, and how they can use these strengths to add value to your business. 

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