One of the blogs I follow is Dan Rockwell’s Leadership Freak. Dan posts almost daily in a pithy, near bullet-point style. It is all good stuff, although a little like trying to drink from a fire hose if you try to consume it every day. Nevertheless, one of his articles especially resonated for me recently. It was entitled “How Hard Work got Chris Fired.” I will let you read it for yourself, but it started me thinking about how essential relationships are for those of us in Business Intelligence.
Consider for a moment the integrated nature of BI within an enterprise. Even if the BI program is departmental in scope, the reach of the relationships is necessarily broader. Not only are there executives, managers, and analysts within the department with whom you will be working, but also the managers and coders in the IT department as well. And rarely does just one department own the requisite data, so there are executives and managers and analysts in other departments who become stakeholders and participants in the program. They may also become your customers. If you are a consultant, multiply this by the number of clients you have.
In any case, there is a complex fabric of relationships to be developed and maintained. And in my experience, maintaining relationships is as difficult as developing them. Each individual in this fabric has a different point of view, a different set of motivations, a different set of problems, a different work/life balance, and different experience upon which to draw. Some enter into relationships readily; others resist. Some trust first and adjust later while others are skeptical until trust has been developed. Some will never trust at all.
Trust is the foundation of building and maintaining relationships, and comes at the intersection of three vectors of personal action. These are capability, delivery, and integrity. It is essential to foster all three if you are to engender trust.
- Capability: I am qualified to perform my work, and to communicate with you about it. That includes an ability to listen to your needs. I demonstrate competence.
- Delivery: I routinely deliver what I say I will deliver on time and on budget. I communicate issues early and invoke change management in a timely manner. I deliver quality.
- Integrity: My word is my bond. I demonstrate the same honesty toward everyone that you demand from me. I can be trusted.
Developing trust along these three lines is neither easy nor is it necessarily the same from person to person. Here are some ideas that have worked for me.
- Capability: Capability comes first. You are not going to get hired either as an employee or a consultant unless you can prove capability. It is more than just a resume. Resumes lie. The most important tool you have is the set of relationships you have developed, in other words your references. If others are willing to stand behind you and testify on all three vectors, it is a powerful advantage. Nevertheless, you need to do more. You need to speak, write, and listen well because all three telegraph capability. If you write well, I recommend blogging. Being able to demonstrate facility on a variety of related topics in an articulate manner demonstrates capability.
- Delivery: It is not enough for me to say “deliver everything on time.” For one thing, that is not always possible. It is possible to deliver most things on time. But there is more. Delivery is about providing value habitually. If it is a project proposal, it needs to be complete and clear. If it is your weekly project report, it needs to be thorough and on time. If it is the BI solution itself, it needs to be exhaustively tested, documented, and meet the required specifications. Deadline management begins during project estimation, and presumes sufficient familiarity with the business requirements to draft a project plan. Unfortunately, we are often handed arbitrary deadlines that we know to be impossible. Articulate the risks ahead of time and manage change.
- Integrity: Integrity is a way of life. You can’t turn it on and off. You cannot appear to be honest in one situation and not in another. You can never appear to be accepting a conflict of interest situation. And you can never appear to be going behind someone else’s back, even if it is actually necessary. A good approach might be, “I am coming to you because I believe you to be the person best qualified to advise me on my next steps.”
There is much to manage here, and much to lose if you don’t. You can spend years building relationships with your clients, and destroy them in a week or a moment. Integrity is the most volatile because you may never get a second chance. You can have a terrific track record, but two major goofs in a row can cause a client or a boss to question your capability. It is similar with delivery. If you allow other factors to affect the quality or timeliness of your deliverables, you can lose a client quickly.
I referred above to the fabric of relationships. I think that relationships should not be treated in the manner of a patchwork quilt where there is Bob and Dora and Ted and Sarah as distinct entities, but rather in the manner of an integrated single fabric. A relationship with one person depends intrinsically on that person’s relationships with others. My relationship with Ted may need adjustment because his boss Sarah doesn’t trust him completely. I may need to manage my integrity vector differently with Bob and Dora because their office romance ended badly. I may need to answer a question from my supervisor that could negatively impact a co-worker who also happens to be a close friend. These situations all demonstrate how much of a fabric relationships are, and how important it is to remain aware of the personal nuances.
I think I have been pretty lucky over time. I have managed the fabric of my business relationships largely by the seat of my pants (okay, right, by the seat of my kilt), but I have been able to maintain some of these connections for over twenty years. I have drawn on some of the principles above without giving them much thought. But after reading Dan’s blog, my understanding has coalesced around the factors that have worked for me. I believe I can credit the successes I have enjoyed to having the talents of so many terrific people working with me.
It is difficult to stay in touch with everyone, but I do try to reach out now and again. So hey! If you have not heard from me in awhile, feel free to poke me any time. Good relationships are two-way. Happy networking!
Do you have some good relationship building techniques or tactics to add to the discussion? Have you had an “uh oh!” moment where you realized that you had damaged a relationship? How did you repair it?