One of the biggest challenges of going out to work in a Corporation is to find a place for yourself under the Corporate Sun amidst a maze of a million different behavioural patterns, psychological slants, social leanings and mindsets displayed by scores of co-workers we have to work along with.

In the thick of such diversity, that struggles to stand on the common platform presented by the Company’s Brand vision, core business and inherent value system, you must attempt to fit in. Like the proverbial odd shaped piece you must acquire the required form to find a place in the complex jigsaw puzzle.

Your success at work is defined by four important things –
  1. Whether there is a good fitment of your skill set and work experience with the expectations of the role you are in.
  2. Whether you have an outstanding and well-cultivated rapport with your boss / supervisor.
  3. Whether you have a honed perspicacity to evolve and do you possess a basic nature of perseverance.
  4. And not least important of all, your relationship with your co-workers.
In fact, ability, or a lack thereof, to get along with the other employees is one of the predominant reasons for attrition, performance levels, job satisfaction and engagement.

How commendably you perform, how remarkably you deliver and how many times you show on-or-over target achievement derives not just from how good you are in your role but also how well you work in a team, together with intra or inter-department co-workers in order to stay result-oriented.

Hence, it becomes imperative to know what are the different types of co-workers one will have to relate to.

I think, broadly, they can be divided into four categories –
  1. There are great and efficient workers with questionable personal attributes.
     2. There are excellent people with poor set of work related skills.
     3. There are pathetic workers with deplorable personas, AND
     4. There are wonderful, top notch colleagues with exemplary attitudes.

No organization is immune to this. Depending on the personal and professional characteristics of people at large, these categories exist in different permutations and combinations.

Our response to them, our dynamics of equations at work and the matrix of relationships therein is a result of the chain of reactions set off by each of these conductors.

How we align ourselves, differentiate and discern, eke out a positive outcome from our interaction and learn to balance the business relationships with such a diverse demographic will define our success as a professional and a competent performer.

Isn't it?