In organisations, and certainly in the larger ones, it often comes down to interests. We all have interests 'sometimes they are clearly visible, sometimes they are a little more hidden, and sometimes you are completely unaware of them. They form your 'agenda' — your goal. These interests can lead to frustration and misunderstandings, as everyone will recognise. Understanding each other's (and your own) interests is therefore the key to smoother collaboration. In this blog, Dolf L'Ortye, one of the founders of Summiteers, explores the importance of interests in more depth.

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From frustration to common ground

Every interaction between people, whether in a business or personal context, involves interests. This can lead to frustration and misunderstanding. As a consultant — but also for those who are not — it is very powerful to get a clear picture of the interests of the various players. It gives a good indication of what to expect in, for example, a meeting or workshop. It's useful to understand each other's perspectives. This may help you find common ground. But sometimes that simply isn't possible. The interests are then opposed. That's not a problem, as long as it's made explicit. Cultivating and understanding that the other person is also acting rationally, without malicious intent — they simply have a conflicting interest — reduces frustrations and improves collaboration.

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Unintended 'collateral damage'

The frustration we feel when others act in a certain way is almost always unintended 'collateral damage'. This often has to do with interests that are not explicitly stated. People usually don't act with the intention of bothering others, but out of a particular interest, even if they don't always make that explicit. Ask yourself: have you been explicit about your own interests?

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Put your own interests aside

In a previous blog, Simone wrote about a number of behavioural methodologies. One of these is conscious leadership. A key question in this methodology is: How would I act in this situation if I had no vested interest? This is a powerful question that enables you to put aside the trappings and your ego and focus on what is truly best for everyone involved. A practical example. When I'm talking to a client, I might act out of self-interest. In that case, I ask myself: How much time do I have to help the client? If I set aside my own interests, I ask a completely different question: What is best for the client? Only then do I start to consider whether we have enough time and who is the most suitable person for this client.

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Exercise

Simply pick any meeting you have today. Take a few minutes to write down for yourself: what are my interests in that meeting? Then put yourself in the other participant's shoes and speculate about what their interests might be.

Possible interests of your own

· Moving your project forward by securing a particular decision.

· Getting information on the table to understand something better.

· Having a laugh.

· Being visible to someone else at the table.

· Indicating that you need help (and getting a commitment to that).

· Et cetera...

Also try to guess the interests that the others might have. You will find that this is a very useful exercise. You're looking from the other person's perspective, taking a broader view. Now apply that to your own interests. You might already see the contradiction. You can then test that out.

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Understanding the other person's perspective

How do you get a clear picture of the other person's interests? Sometimes they aren't entirely clear on this themselves. Consider, for example, assumptions about what a manager expects in terms of behaviour in a meeting. Start by simply asking about it. People don't always reveal their true thoughts straight away, but if you don't ask, you'll certainly never find out. Often, you can already sensewhere their interests lie. In that case, explore that. In a business context, it's perfectly acceptable to talk about this. We do this regularly in our work. If we suspect that someone at the table has a different interest to ours, we voice that feeling and try to explore it further.

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Conflicting interests, or perhaps not?

Nine times out of ten, interests are far more compatible than we initially think. As humans, we tend to keep our cards close to our chests when we think the other person has a conflicting interest. There is no trust. But then the other person senses that something is not right, and that only leads to failures and frustrations. There is even a high chance that your initial assumption will prove to be true. The other person also feels a lack of trust. If we approach the situation with an open mind and make our interests clear, the chances of success are considerably greater. Dare to be vulnerable about your interests.

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Need help with strategy and implementation?

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