Positive interaction yields results
Text: Nina Björklund Images: Susanna Kekkonen
Courage, openness, consideration, and the ability to be oneself. These are the ingredients of successful interaction. Merja Fischer explains how shared motivation can yield good results both in internal and external networks.
Merja Fischer works at Wärtsilä as a director responsible for the development of global financial administration processes. In her recent doctoral thesis, she studied the importance of positive interaction to the productivity and profitability of the service sector.
Fischer believes that the starting point of success is to create an atmosphere of trust in the community and to maintain openness.
“When a certain willingness to be of service prevails, people grow a natural tendency to serve others, both within their own community and in the entire company. At this point, the total value created by cooperation is larger than the goal of a single employee or a company. It is vital that we realise that, together, people can create something more.”
According to Merja Fischer, positive interaction is needed to gain good results. 
“Positive interaction makes any situation more pleasant. When you are really there for others and take interest in their matters, you will enable others to have positive experiences and feelings,” says Fischer.
She goes on to explain that Professor Barbara L. Fredrickson has proven this in her studies. If a person has positive emotions, he or she sees things from a wider perspective and is better able to make contacts. This leads to improved social and psychological skills.
“If we think in terms of networking, positive interaction is key. When everybody focuses beyond their own personal goals, something bigger is created.”
National electronic invoicing standard project
Merja Fischer has some personal experience of what shared motivation and a dream shared throughout a network can lead to. She has been involved in a national electronic invoicing project since 2007. Finnish companies wanted to adopt electronic invoicing, but there was no standard available.
“It all started as a small idea, but eventually courage and daring to be open bore fruit. Everybody involved in the project realised the difference that a national electronic invoicing standard would bring to the Finnish competitive edge and that this would be reflected in Finnish businesses, too,” states Fischer.
She worked as the project leader and saw how fast the wheels were turning. As an end result, the national standard was created. Later on, the standard was also used as the basis for the European standard.
Merja Fischer believes that the success of the project was above all due to the fact that all participants were equally involved and everybody had a chance to influence the end result. It also helps to divide the goal into smaller partial goals.
“This way, everyone will be able to see how they can have an impact and what the use to their own business will be, while also keeping in mind the common goal.”
Merja Fischer emphasises consideration for others in all operations.
“In a network project, it is good to continuously gain small victories. It is equally important to ensure at all times that all parties involved know what is happening. A good leader is open and always invites everybody to join in. This way, people feel they are equal and as vital to the project as all others. Although a project might include participants from various different companies, it is important to keep in mind that it is people who do the work, not companies.”
Characteristics of a good leader
Merja Fischer knows what she is talking about. She was personally involved in establishing the Wärtsilä Financial Administration Service Centre in Vaasa. The founding of this centre, which has 80 employees and 26 different service languages, is a kind of pilot project in Finnish corporate life.
“The most important elements throughout the project were creating a positive work atmosphere as well as building work motivation and productivity. Productivity is created when people are enthusiastic and energetic.”
What other attributes, besides openness, are expected of a good leader? Merja Fischer is quick to reply.
“I believe that it is enough if a manager is genuine. It is important to be oneself. It is vital that you are there for your employees in all situations and respect them. And always remember to say thank you. These guidelines are international.”
Fischer also reminds us that a good leader should always act in a predictable manner. This means that employees never need to worry about the mood of their manager.
“On the whole, appreciating and respecting others in all situations will take you a long way.”
Obviously, this guideline is also true for all parties of a network. In her thesis, Merja Fischer describes how the behaviour of each party influences the prosperity of a business in the service sector.
“All of us – managers, colleagues and employees alike – are responsible for how we manage ourselves. The people of the work community create the work atmosphere together. I believe that the way the personnel view the operations of the company is also reflected in all interaction, not least of all with clients,” states Fischer.
There is a lot of research data showing that positive feelings and energy translate into successful sales teams, profitable companies and improved results. As Merja Fischer sums it up: “Every encounter opens new possibilities.”