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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 of their success has been recognizing and adapting to their strengths and limitations.
A Tool: Assessments
Have you ever taken 360-degree assessment Myers-Briggs Type Indicator (MBTI) Strength Deployment Inventory
Predicts how your motives will most often drive your actions
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;
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).
Degree of involvement
Mid-KAM Early-KAM
Low
Pre-KAM
Transactional Collaborative Nature of Inter-Organization relationship
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)
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.
Relationship managements outcomes Customer Satisfaction Eployees loyalty Quality products Increased profitability Assessment state Feedback Integration
(Evans and Luskin, 1994)
Relationship effectiveness
Relative influence
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
Assess employees satisfaction; Take action to ensure satisfaction; Maintain open, two-way communication; and Work to add value and enhance mutual opportunities.