We can make a difference: Influence through Relationship Management

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 …

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

6. 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 …

7. Meet My Friend David …

9. 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

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

11. 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!

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

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

15. 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!

16. 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

19. 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?”

20. 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

21. 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)?

22. 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?

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

25. 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?

26. 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?

27. 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

30. 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

33. 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

34. 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?

35. 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?

36. 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?

37. 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

38. 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

39. 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

41. 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

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

45. 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

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

48. 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

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