Relationships

Keynote today was from Keith Ferrazzi, CEO of Ferrazzi Greenlight, described as a thought leader.

It was a talk about change and relationship building. A fantastic speaker and storyteller, very compelling. Very difficult to take notes, but as usual, I've jotted down some main key points.

Behaviours don't change easily until your practices change.
For example, If you want a collaborative organisation, change 50% of your staff meetings to collaborative problem solving.

Relationships are critical to all elements of transformational success.
Highest return investment is a relationship investment.
It is the core of your success as a leader.
Need to build an environment round you that invites people in to build a relationship with you.

Most important element of a great relationship is trust.
Structural trust, eg because of role that you're in. But, this can be a barrier.
Professional trust, you get it because you respect each other's capabilities.
Personal trust, this is the critical one. Can be proactively driven and built.

Personal relationships can be built purposely.
People with better social capital are more likely to be promoted early, get better jobs, get larger bonuses.
He tells the story of someone complaining that a colleague always gets promoted, better chances etc because "the boss likes him better". His answer? "No shit."
That is a personal trust proxy.
Employees with most extensive social networks are 7% more productive.

How many of our staff think that we care about their success?
Managers with better social capital have teams which reach goals more rapidly, make better project managers, have teams which generate more creative solutions.
The number one factor for high performing business teams is deep social bonds.

Have many of us have a to do list?
A project plan?
A financial plan

Where is our people plan??

We need to identify the five to ten most critical people that we need to build better relationships with to archive our objectives. Could be vendors, senior team, business partners, own staff.
Then put plan in place to build those relationships.

He told story about how when he works as a golf caddy he was told by his Dad to turn up half an hour early. He used that time to walk the course, look at what was going on, talk to other workers. The information he gained made him one of the best caddies, and often requested.
So, think how you can show up at the golf course half hour early. Get better information.
Think how do you get to know your key people personally.
Build peer to peer connections and peer support groups.
In our teams, ask whether we we would let each other fail, not stay in our silos.


Action plan

Always ask who, not what.
Set goals, and see who can help. Who are the most important people to help us reach goals.

Systematically manage your targets
Focus attention where it counts. Measure the relationship quality. Don't just focus on the people you're comfortable with.

Expand your currency. Do your homework on individuals and how to help. Are you the sort of person people want to be around?

Accelerate relationships in every interaction
Prepare, research people.

Define your lifelines. A group that won't let each other fail.

Build your personal brand. Use social media

Lead with generosity, intimacy, candour and accountability
Ask for coffee, lunch, a call.

Never be afraid to ask, the worst anyone can say is no.

Ask, who in your life do you not let help you?




- Posted using BlogPress from my iPad