manager as relationship builder

7/28/2019 manager as relationship builder

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Presented By:

Gurtez Singh

Rajinder Singh

Suryapratap Singh


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Self-Awareness

Self-awareness is a critical leadership trait that is

at the heart of building effective working

relationships.

The best leaders often report that a key factor oftheir success has been recognizing and

adapting to their strengths and limitations.


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The Importance of Self-

Awareness

Understanding yourself increases your ability to

understand others and appreciate the differences:

Everything that irritates us about others can lead us to

an understanding of ourselves. Carl Jung


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A Tool: Assessments

Have you ever taken

360-degree assessment

Myers-Briggs Type Indicator (MBTI)

Strength Deployment Inventory


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The Strength Deployment Inventory

Predicts how your motivations drive your behavior

Key concepts:

1. Behavior is driven by motivation

2. Motivation changes in conflict3. Personal weaknesses are overdone strengths

4. Personal filters influence perception


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A fairlyconstant set of motives and valuesthat serve as a basis for:

Choosing and giving purpose to behavior

Focusing attention on certain things while

ignoring others

Perceiving and judging self and others

Predicts how your motives will most oftendriveyour actions

Motivational Value System


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What is Relationship Management?

Relationship Management is the development and maintenance

ofmutually beneficiallong-term relationships with

strategically significant entity(Buttle, 2000)


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Building a Relationship

A mutualdependence:

Relationships need cooperation, reliability and honesty.

Employees need managers to help make connections, set

priorities and obtain resources.

Not about political maneuvering its working with your

employees to obtain the best results for you and the

organization.

Building an effective relationship is your responsibility!


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Trust

The willingness to rely on the ability, integrity, and motivation of

one company to serve the needs of the other company as agreed

upon implicitly and explicitly.

Value

The ability of an organisation to satisfy the needs of the

employee at a comparatively lower cost or higher benefit than

that offered by competitors and measured in monetary,

temporal, functional and psychological terms.

Determinants of Relationship


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In addition to trust andvalue, manager must:

Understand employees needs and problems;

Meet their commitments;

Provide superior support;

Make sure that the employee is always told the truth (must be

honest); and

Have a passionate interest in establishing and retaining a long-term

relationship (e.g., have long-term perspective).

Determinants of Relationship


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Building a Relationship with

Your Employees Lead Yourself

Exceptionally Well

Lighten Your Leaders Load

Build a Good Relationship

with Your Employees

Be Strategic

The 360 Degree Leader: Developing your Influence from Anywhere

within the Organization, by John C. Maxwell


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Your Employees Lead Yourself Exceptionally Well:

1. Become a go-to player

2. Be better tomorrow than you are today

3. Be prepared each time you meet with your employee

4. Be proactive and curious

5. Know yourself

Lighten Your Leaders Load:

1. Think about what your management needs to know2. Keep your boss informed; ask how often to check in

3. Be willing to do what others will not


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Your Employees

Know Your Employees:1. Spend time learning about youremployees interests

2. Learn your employees' pet peeves and avoid them

3. Recognize that employees are humans too4. Dont talk negatively about youremployees

5. Understand and support your employees:

Strengths

Weaknesses Priorities and Goals

Work style


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Your employees

Be Strategic:1. Know when to push and when to stop

2. Learn your employees' priorities

3. Make a positive differencedont just try to be right

4. Focus on your contribution to the larger goal,

not your personal objectives


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Building Relationships with

Peers

Take an interest in people; get to know them

Avoid office politics

Expand your circle of acquaintances Let the best idea win

Dont pretend to be perfect


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The Pre-relationship StageThe event that triggers a buyer to seek a new business partner.

The Early StageExperience is accumulated between the buyer and seller although a great

degree of uncertainty and distance exists.

The Development StageIncreased levels of transactions lead to a higher degree of commitment and

the distance is reduced to a social exchange.

The Long-term StageCharacterised by the companies mutual importance to each other.

The Final StageThe interaction between the companies becomes institutionalized.

Stages in the development of an

Inter Organization Relationship


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Stages in the Development of a

Key-Account Relationship

Degree ofinvolvement

High

Low

Nature of Inter-Organization relationship

Transactional Collaborative

Pre-KAM

Early-KAM

Mid-KAM

Partnership

Synergistic KAM


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A Relationship Life Cycle Model

High cooperationLow competition

Low cooperation

High competition

Time

Pre-

relationship

stage

Development

stage

Maturity

stage

Decline

stage


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Class Exercise

What should the focus and main activities of a global

manager be in each stage of the relationshipdevelopment process?

Why? (Please justify your answer)


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Identifying potential employees and their needs;

Approaching key decision makers in the firm;

Negotiating and advancing dialogue and mutual trust;

Coordinating the cooperation between the customers and

their company;

Encouraging the inter-organisational learning process;

Contributing to constructive resolution of existing conflicts; andleading the relationship development team

Managers are the individuals in any organisation who act both

as relationship builders and as relationship promoters.

The role of manager as

relationship builders and

promoters


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Models of Relationship Management

The Evans and Luskin (1994) model for effective

Relationship Management

Relationship managements inputs

Understanding customer expectations

Building service partnerships

Empowering employees

Total quality management

Relationship managements outcomes

Customer Satisfaction

Eployees loyalty

Quality productsIncreased profitability

Assessment state

Feedback

Integration

(Evans and Luskin, 1994)


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The Brock and Barcklay (1999) model of relationship effectiveness

Independence

Relative influence

Mutual trust

Cooperation

Relationship

effectiveness

Models of Relationship Management


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Qualifying prospects for relationship building

Opportunities

for adding value

Potential output

High

Low

Low High

Use a non

customized

approach

Seek better

opportunities

elsewhere

Build a strong

and lasting

relationship

Focus on

loyalty-building

program


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Assess employees satisfaction;

Take action to ensure satisfaction;

Maintain open, two-way communication; and

Work to add value and enhance mutual opportunities.

Enhancing the relationship


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manager as relationship builder

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