Presented By: Gurtez Singh Rajinder Singh Suryapratap Singh

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 of their success has been recognizing and adapting to their strengths and limitations.

The Importance of SelfAwareness

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

A Tool: Assessments
Have you ever taken 360-degree assessment Myers-Briggs Type Indicator (MBTI) Strength Deployment Inventory

The Strength Deployment Inventory

Predicts how your motivations drive your behavior Key concepts:
1. 2. 3. 4. Behavior is driven by motivation Motivation changes in conflict Personal weaknesses are overdone strengths Personal filters influence perception

Motivational Value System

A fairly constant set of motives and values that 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 often drive your actions

What is Relationship Management?

Relationship Management is the development and maintenance of mutually beneficial long-term relationships with strategically significant entity
(Buttle, 2000)

Building a Relationship
A mutual dependence:
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!

Determinants of Relationship
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
In addition to trust and value, 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).

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

Building a Relationship with 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 know 2. Keep your boss informed; ask how often to check in 3. Be willing to do what others will not

Building a Relationship with Your Employees

Know Your Employees:
1. Spend time learning about your employees interests 2. Learn your employees' pet peeves and avoid them 3. Recognize that employees are humans too 4. Dont talk negatively about your employees 5. Understand and support your employees:

Strengths Weaknesses Priorities and Goals Work style

Building a Relationship with Your employees

Be Strategic:
1. Know when to push and when to stop 2. Learn your employees' priorities 3. Make a positive difference dont just try to be right 4. Focus on your contribution to the larger goal, not your personal objectives

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

Stages in the development of an Inter Organization Relationship

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

The Early Stage

Experience is accumulated between the buyer and seller although a great degree of uncertainty and distance exists.

The Development Stage

Increased levels of transactions lead to a higher degree of commitment and the distance is reduced to a social exchange.

The Long-term Stage

Characterised by the companies mutual importance to each other.

The Final Stage

The interaction between the companies becomes institutionalized.

Stages in the Development of a Key-Account Relationship

High

Synergistic KAM Partnership

Degree of involvement

Mid-KAM Early-KAM

Low

Pre-KAM
Transactional Collaborative Nature of Inter-Organization relationship

A Relationship Life Cycle Model

High cooperation Low competition
Prerelationship stage Development stage Maturity stage Decline stage

Low cooperation High competition Time

Class Exercise

What should the focus and main activities of a global manager be in each stage of the relationship development process? Why? (Please justify your answer)

The role of manager as relationship builders and promoters

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; and leading the relationship development team

Managers are the individuals in any organisation who act both as relationship builders and as relationship promoters.

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 products Increased profitability Assessment state Feedback Integration
(Evans and Luskin, 1994)

Models of Relationship Management

The Brock and Barcklay (1999) model of relationship effectiveness
Independence

Mutual trust Cooperation

Relationship effectiveness

Relative influence

Qualifying prospects for relationship building

High
Use a non customized approach Opportunities for adding value Seek better opportunities elsewhere Focus on loyalty-building program Build a strong and lasting relationship

Low Low
Potential output

High

Enhancing the relationship

Assess employees satisfaction; Take action to ensure satisfaction; Maintain open, two-way communication; and Work to add value and enhance mutual opportunities.