The importance of building key relationships

Building key relationships is crucial for managers who want to achieve success for their organisations. By working closely with stakeholders such as their immediate team, other employees, customers, suppliers, and peers, managers can foster trust, greater collaboration and loyalty. This can lead to improved productivity, higher employee retention rates and better outcomes for the organisation.

Some people are natural networkers, the act of putting themselves out there to build strong relationships comes as second nature. For others, it can be a little more challenging to extend relationship-building beyond their immediate team. Just like ripples across a pond, our interactions can have positive effects on others. However, for those that are hesitant to make a splash, their ripples can be limited and have little to no impact beyond their own team, restricting their ability to make a positive contribution to the organisation.

Why building strong relationships is vital

Building key relationships in the workplace is crucial for managers for several reasons:

1.     Collaboration:

Building strong relationships with their team, other colleagues and the wider ecosystem of partners and suppliers promotes collaboration which leads to increased productivity and improved business outcomes.

2.     Communication:

Good relationships foster open and effective communication. When a manager has a strong relationship with their team, they are more likely to receive honest feedback and be able to provide clear direction and expectations, leading to better decision-making and improved outcomes.

3.     Trust:

Building relationships based on trust is essential for a successful work environment. When managers trust their team members, they are more likely to delegate tasks and responsibilities, which can lead to increased engagement and job satisfaction.

4.     Conflict resolution:

When conflicts arise, managers who have strong relationships with their colleagues/wider ecosystem are better equipped to resolve them. They can use their understanding of their peoples' personalities, communication styles and motivations to find a solution that works for everyone.

Building key relationships in the workplace is important for managers because it helps them create a collaborative, communicative and trusting work environment that leads to better outcomes for their team, the wider ecosystem, and the organisation.

Ever-increasing circles of contribution

Building strong relationships is a critical skill for managers, and it significantly impacts their success. While organisations prioritise technical training and tools for their employees, the development of interpersonal skills often falls short. As a result, the promotion to a managerial position can sometimes be a double-edged sword. Without the necessary capabilities, managers can undermine their team's potential and hinder their own growth.

Without effective relationship-building skills, managers face challenges in cultivating broader connections, ultimately limiting their team's contributions.

Introducing the Contribution Curve - a management and leadership competency framework that offers invaluable insights and guidance. This framework empowers managers and their teams to become top contributors within their organisations. The Contribution Curve consists of five levels, each representing an ascending level of managerial proficiency. As managers ascend the curve, their impact on the organisation's success amplifies. With their growing ability to make a positive difference, both they and their team flourish.

Key Relationship capability at the 5 levels of Contribution

Key relationship capability at the 5 levels of Contribution

Reacting: The reactive manager has a tight focus on their immediate team and ‘problem’ customers and suppliers. Relationships are built on the basis of whoever is shouting loudest at that particular moment in time. While this approach is essential for addressing urgent matters, it is not a high-contributing strategy.

Controlling: Controlling managers ensure they co-ordinate with beyond their immediate team including non-direct reports within the organisation such as project managers or finance support. They also widen their perspective to encompass a broader pool of customers and suppliers, establishing a more comprehensive framework for effective management.

Directing:  At this level, managers possess a keen focus on maximising contribution by understanding the skills, expertise, and knowledge of their team members, and the optimal areas to deploy their talents. They recognise the advantages of harnessing the collective power of the formal team, while also proactively tapping into the strength of the informal network.  Directing managers know how to effectively motivate and inspire their team to deliver results within their designated areas of expertise.

Facilitating: When it comes to relationship building, a facilitating manager recognises that their focus extends beyond the immediate team and encompasses a broader ecosystem and actively involves collaborating with both internal and external peers. At facilitating level, the focus shifts from solely managing their own team to fostering collaboration at a peer level and establishing extensive stakeholder networks. Collaboration means seeing the potential for mutual support among peers and making the most of each other's strengths. A facilitating manager understands what they can bring to the table in specific situations, and they also recognize the value of receiving support from their peers, whether it happens right away or down the line. They know that by prioritizing collaboration, they not only benefit their own work but also contribute to the growth of the entire ecosystem. It's about having a mindset that looks beyond short-term gains and fosters collective growth for everyone involved.

Leading: Managers with a leading mindset are focused on fostering and cultivating a culture of collaboration within their organisations and beyond, creating a collaborative ecosystem. A leading manager possesses a deep understanding of what the ecosystem entails and how it can contribute to the success of themselves, their team, and their organisation. This broader ecosystem encompasses various elements, such as the supply chain, industry contacts, and even competitors. They consciously consider the needs of their network and actively seek out organisations and peers that can enhance it. They establish connections, invest in relationships, and collaborate with these stakeholders, all with the goal of nurturing a culture of collaboration within the ecosystem. However, the emphasis is not solely on personal gain, but on the collective benefit of the ecosystem as a whole. A leading manager takes a long-term perspective and displays a generous approach, striving to benefit the entire ecosystem. By actively engaging in collaborative efforts and aiming to improve the entire ecosystem, they contribute to the overall enhancement and advancement of the interconnected network.

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