The Springboard Spotlight!
Weekly Newsletter
#4 - Managing Relationships
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This is my weekly newsletter which aims to shine a spotlight on a different aspect of leadership every Saturday morning. So you can read it when you're having breakfast!
This week, the spotlight is on Managing Relationships.
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#4 - Managing Relationships - Read this if you are short of time
Bottom Line Up Front (BLUF)
Leaders play a pivotal role in terms of managing relationships between their team and the wider organisation.
No team can exist in isolation or operate in a stovepiped manner.
Key relationships should be identified, nurtured and maintained to ensure seamless, effective and efficient operations.
When doing this, look up, sideways and downwards to ensure you have all angles covered.
The RACI method of stakeholder analysis can help. But rather than looking at this from a purely transactional perspective, look at it in terms of Relationship Management.
Building, nurturing and maintaining sound relationships is time well-spent!
#4 - Managing Relationships - Read the full article from here if you have time
What?
Leaders exist at all levels within an organisation as they take charge of the activities that are conducted within their respective areas of responsibility. However, in order to function effectively, the role of the leader is unique in that it is a position which must ensure that all interfaces between their team and the wider world are carefully managed.
Why?
Unless you exist in a Start Up Company with a small workforce, chances are that your organisation will be composed of a 'team of teams'.
Being able to ensure alignment and maintain synergy between multiple teams is critical to business success.
No team can survive in isolation and/or operate in a stove-piped manner.
This makes the management of the interfaces between teams hugely important.
How?
Managing relationships is absolutely key to achieving this.
But first of all, the critical interfaces between your team and the rest of the Company need to be identifed.
When carrying out this exercise, you must look in all directions; up, sideways and downwards.
Which parts of the business have a direct influence on your team?
Also, ask the question again but in reverse. What influence does your team have on the wider organisation?
Being able to identify inputs and outputs sent out from, and received by, your team will also help you to do this effectively.
Typical influences on your team would include:
1. Senior management, especially your line manager.
2. Adjacent departments. This will ensure that you are all in sync and that there is no overlap.
3. Your individual team members.
4. Other departments that rely on your output, or you receive something from.
Many people will know this exercise as a RACI Analysis or Stakeholder Management. That is:
1. Who is Responsible?
2. Who is Accountable?
3. Who needs to be Consulted?
4. Who needs to be kept Informed?
But I think it is more than this. It's about Relationship Management which is much more personalised, rather than the more transactional feel to the RACI model.
Once you have conducted an audit of your interfaces and where influence is received or should be applied, then you can decide where best to focus your effort.
Building, nurturing and therefore continually maintaining healthy and sound relationships will be time well spent!
In Summary
I hope that you enjoyed reading this week's newsletter.
Success as a leader is built on a foundation of sound relationships.
Understanding the inputs and outputs to your department will enable you to determine those relationships where you should apply and invest your main effort.
Have a great week!
Whenever you're ready, here's how I can help you:
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2. Coach Station - Singular issue 30 or 60 minute coaching sessions,
3. Coach Journey - Bespoke coaching packages of 6 or 12 sessions for transformative change,
4. Schedule Optimiser - Online course allowing you to take back control of your diary.
