Build Stronger Work Relationships by Making Someone's Job Easier

You work near someone but rarely interact beyond project handoffs. You know they're busy. You know their workload overlaps with yours in some way. You've never looked for opportunities to help them specifically.

Strong work relationships aren't built through small talk. They're built through making each other's work easier.

Why this matters now:

During economic pressure, the people who advocate for you matter more than impressive solo work. When budget cuts happen, managers ask their teams who's essential. Colleagues who've benefited from your help remember it.

You're not manipulating relationships. You're creating genuine value for someone whose success connects to yours.

How to identify the right person:

Look at your regular work interactions. You need someone who:

• Receives work from you or sends work to you
• Works on adjacent parts of the same projects
• Depends on information or resources you control
• Faces similar challenges in your shared workflow

This isn't about befriending everyone. This is about identifying one person whose job becomes easier when you act intentionally.

What counts as making their job easier:

Making someone's job easier means removing friction from their workflow, not adding to your own workload significantly.

Examples:

If you send them work: Organize deliverables before sending. Instead of emailing three separate files, combine into one clearly labeled document. Include context they need in the email rather than making them ask follow-up questions.

If they send you work: Respond faster with what you need from them. "I can start on this once I have the client specs and budget approval" is more helpful than "received, thanks."

If you share resources: Flag useful information when you find it. "Saw this article on the new compliance requirements we're both dealing with" takes two minutes and saves them research time.

If you both attend the same meetings: Send them a heads-up about agenda items that affect their work. "The budget discussion tomorrow will likely impact your Q2 timeline" gives them time to prepare.

These actions require minimal effort but demonstrate you're paying attention to their needs.

What doesn't work:

Grand gestures that create obligations:

"I completed your entire project for you while you were out"—this makes people uncomfortable, not grateful.

Offers that sound helpful but create work:

"Let me know if there's anything I can do to help"—too vague, puts burden on them to figure out what you could do.

Help that comes with expectations:

"I helped you last month, so I need you to do this for me now"—transactional relationships don't build trust.

How to implement this:

Watch for a moment this week where you can reduce friction for this person. When you notice the opportunity, act on it immediately without announcing what you're doing.

Don't send an email saying "I'm trying to be more helpful." Just be more helpful. The change speaks for itself.

Example scenarios:

Your coworker always asks about timeline updates during handoffs. Start including estimated completion dates in your initial delivery emails.

Your teammate struggles to find the latest version of shared documents. Start using clear version numbers and dates in file names when you save things to the shared drive.

Your colleague frequently needs approvals from the same manager you work with. When you schedule your approval meeting, ask if they need anything reviewed at the same time.

What happens after:

The person will probably thank you. They might reciprocate by making your job easier. They might not consciously notice at first. All three outcomes benefit you because you've positioned yourself as someone who improves the team's operations.

This isn't about keeping score. One sustained behavior change matters more than occasional dramatic help.

What to do today:

Identify one person whose workload overlaps with yours. Observe their workflow for the rest of the week. Notice one point of friction you could reduce with minimal effort on your part. Do it without asking permission or announcing your intention.

You're not networking strategically. You're making work better for someone who notices when their job gets easier.