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She was extremely approachable in the sense that there was very little taking place in our building, whether directly related to my line of work or to others, that she had not experienced before. If I had a question about something work related, I could choose to spend a significant amount of time figuring it out myself -- decreasing my productivity in the process -- or simply ask Vivian via a quick email, obtain the answer immediately, and increase my productivity. She never viewed such inquiries as a lack of resourcefulness but as a means of improving efficiency, and I believe that she liked helping others do their jobs better.
Meaningful Difference While Interacting
I make the most meaningful difference while interacting with others by striving to emulate Vivian's approachable nature and general affability. In this resepct I adhere to the conception of the positive principle, which essentially contends that benefical, long-term change is widely engendered by attitudes and interactions that are unequivocally positive (Orem, 2007, p. 14). Even in situations in which my subordinates need reprimanding or remediation,...
This degree of affability in my nature is usually perceivable by the other party, and helps them to not take situations personally that could negatively impact them and out common employers.
Conclusion
There are several relationship behaviors and attributes that I learned from Vivian that have influenced my own coaching. I strive for clarity in my communication with others, and attempt to remain as positive as possible in my interactions with them.
References
Orem, S., Binkert, J., & Clancy, a.L. (2007). Appreciative coaching: A positive process for change. San Francisco, CA: Jossey-Bass/Wiley.
Skiffington, S. Zeus, P. (2010). "Emotion intelligence, executive coaching and how to change emotions in the workplace and why most executive coaching initiatives do not work!." Behavioral Coaching Institute. Retrieved from http://www.1to1coachingschool.com/Relationship_Coaching_in_the_workplace.htm
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