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We can make a difference: Influence through Relationship Management

We can make a difference: Influence through Relationship Management. In some Settings, …. Relationship management comes naturally! Think how easily we got along with perfect strangers at university …. Now, it takes time and dedication to build relationships at work ….

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We can make a difference: Influence through Relationship Management

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  1. We can make a difference:Influence through Relationship Management

  2. In some Settings, … • Relationship management comes naturally! • Think how easily we got along with perfect strangers at university …

  3. Now, it takes time and dedication to build relationships at work … • But the rewards are immense when we do

  4. Good Relationships are no Accident • Consider the size of the “people managing industry” • Consider the number of books dealing with “how to deal with difficult people” • Luckily, Ulla says the rules are simple! • FOR EXAMPLE …

  5. Meet My Friend David …

  6. A flight attendant, he loved best the days when … • He felt appreciated by the pilots • His suggestions were taken seriously by fellow attendants • He felt part of a team • He was free to do an excellent job, using his creativity and commitment to quality • He was free to make exceptions when conditions warranted

  7. And he had many such days because … • He has excellent, and conscious, relationship management skills

  8. When David retired, he built a house. You can bet ... • He made all the trades people feel appreciated • He grabbed the tools and pitched in • He created a team environment • He praised good work • He asked for opinions • In short, he was a natural leader – and achieved results for that reason • And yes, the following summer all the trades people were invited to a barbecue party in the back yard!

  9. Key Points • Context: Special Challenges for Information Professionals • Where to Begin: Understanding Culture • Human Nature • Helpful Practices

  10. Context: Special Challenges for Information Professionals • Multiple stakeholder groups • Direct users (multiple types), more distant “funders”, indirect beneficiaries, etc all have different priorities

  11. Our Positions are often Vulnerable • Budget pressures • Poor awareness of library’s capability and value among stakeholder groups • Lack of powerful champion • And all the other familiar challenges!

  12. At the very least, we live in times of change • Clients have alternatives • New technologies and tools • Need to offer new services or be active in new areas (e.g. records management, archives) • Need for outreach and client relations • = NEW SKILLS NEEDED • Can be intimidating

  13. Grandiose or humble, Libraries are rarely a bastion of prestige from which to wield influence • No automatic leverage: • “oh, if the Chief Librarian says so …” • “has this been OK’d by the Library?”

  14. So Libraries are often places where subtler forms of influence must be practiced • When organizational position doesn’t provide it, we must build influence based on individual relationships across the enterprise

  15. 2. Where to Begin: Understanding Culture • Overall Culture answers the question: What’s it like to work here? • What drives people? • What behaviors are rewarded or tolerated? • What values are supported in reality (regardless of official statements)?

  16. Information Culture • Information Culture answers the question: How do people find out about stuff around here? • How is information obtained, protected, stored, found again? • Who shares knowledge, and how?

  17. Once both are understood … • We can begin planning the relationship management efforts

  18. Key Questions • Who are the de facto leaders? • Whose projects have the greatest influence on enterprise success? • Who has “status” apart from official position? • and … • Do we enjoy their trust and respect? • Are they the same people as our loyal clients?

  19. A Quick Pause Here • How do we make things happen in our personal spheres (e.g. volunteer organizations)? • How do we react when someone we respect personally calls for advice or offers a suggestion?

  20. And the Answer is: TRUST • On a foundation of mutual trust, things are easily accomplished • Consider that respected co-committee members and friends were once strangers

  21. But, you say … • The workplace is not an interest driven social platform • Exactly. That’s why relationships don’t just emerge naturally – they have to be managed

  22. Workplace Relationship Management 101 • “Soup” of human motivations converge on key desirables … • Environmental – long term • Respect & acknowledgement • Credibility • Success & advancement • Immediate – short term • Meet deadlines • Make annoying issue go away • Reach quotas • etc

  23. Which Means … • Identify the people to focus on • Figure out where they are hurting or what drives them • Translate into specific activities and initiatives relevant for them • Examples?

  24. First Thing? • Conduct an “Assessment” • Who are the key constituencies and what are their priorities? (Ask them!) • How have we served them in the past? • Any difficulties / successes to learn from? • What pointers are there for change?

  25. Two strategic initiatives are now possible • The professional services plan – becoming relevant and indispensable for the key stakeholders (for another day) • The personal communications plan (our focus today): • How can we build the trust that makes us top-of-mind?

  26. 3. Human Nature • A natural tendency toward modesty can be a significant inhibitor • Don’t want to interrupt • Don’t feel I “have something important” • Concerned about approaching across organizational levels • Etc

  27. Need to Move Relationship Management into the Professional Domain • It is in fact our job to communicate with stakeholders proactively • In other words, our outreach is not an imposition, it is in support of stakeholder needs • Couch everything in language echoing organizational goals

  28. Fashioning the Communications Plan • What is the reason for getting in touch? • What is the best method? • Email • Request for interview • Casual conversations in any setting • Presentation at a Committee meeting • Etc – culture dependent • What is the appropriate “spiel”? • Tip: • This is not a marketing exercise – ask, don’t tell or sell (yet) • Then, react to the individual expressions of need by getting back in person

  29. Poise • Don’t allow concerns about “position” to stifle genuine personal energy and warmth • Rely on inherent dignity • Can be helpful to keep in mind that every individual is dealing with multiple challenges we may have no idea about

  30. 4. Helpful Practices Of course, a friendly and welcoming demeanor is never out of place …

  31. Practice Positivity • Hm, what might explain this surprising development? (Instead of complaining) • Every development and interaction is an opportunity to consider “How might I help?” • Things may not be perfect but that is no excuse to forget about creativity

  32. Practice Authenticity • Be Yourself! was the best advice I ever got • Others respond positively when they sense we are genuine

  33. Can “culturally accepted” avenues for interaction be leveraged? • United Way (if it’s a corporate policy to support it, few will say no to our creative request) • Disaster Relief (only if the culture approves) • Lunch Events(with HR) • Popular topics could include anything of general interest from work related “Grow your Word skills” to personal “Retrofitting Your Home for Energy Savings” • Corporate Socials • Picnics, holiday parties

  34. Of course … • Support for such avenues comes from grassroots relationships • Which we, of course, have well in hand!

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