Complex Business Relationships Presentation

984 views

Published on

Complex business relationships

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
984
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Complex Business Relationships Presentation

  1. 1. © Intellectus Business Coaching – All Rights Reserved R. Brad Lebo, Ph. D. www.intellectuscoaching.com
  2. 2. Complex Business Relationships <ul><li>My Background </li><ul><li>In the Corporate World </li><ul><li>No training and no wisdom about multi-dimensional complex business relationships.
  3. 3. Did not step over the line but felt uncomfortable often enough. </li></ul><li>In the Clinical World </li><ul><li>Warned about multi-dimensional complex relationships (potential in supervisor—clinical supervisee, client—patient, professor—student relationships). </li></ul><li>In the World of Professional Conduct Investigations </li><ul><li>Lots of experience with clinicians who struggled to get this right and ended up in trouble. </li></ul></ul></ul>
  4. 4. Complex Business Relationships <ul><li>Simple Relationships: </li><ul><li>Boss ► Subordinate </li></ul></ul>
  5. 5. Complex Business Relationships <ul><li>Simple Relationships: </li><ul><li>Boss ► Subordinate
  6. 6. Work Peer ► Work Peer </li></ul><li>No other dimension to relationship. Clean and simple. </li></ul>
  7. 7. Complex Business Relationships <ul><li>Complex Relationships: </li><ul><li>Boss ► Subordinate </li></ul></ul>
  8. 8. Complex Business Relationships <ul><li>Complex Relationships: </li><ul><li>Boss ► Subordinate PLUS </li><ul><li>Friends
  9. 9. Relatives
  10. 10. Romantic Partner
  11. 11. Fellow Community Members (country club, church, neighborhoods, colleges, etc.)
  12. 12. Also Second Degree Associations (friends of friends, friend of relatives, etc.) </li></ul></ul></ul>
  13. 13. Complex Business Relationships <ul><li>Complex Relationships: </li><ul><li>Work Peer ► Work Peer PLUS </li><ul><li>Friends
  14. 14. Relatives
  15. 15. Romantic Partner
  16. 16. Fellow Community Members (country club, church, neighborhoods, colleges, etc.)
  17. 17. Also Second Degree Associations (friends of friends, friend of relatives, etc.) </li></ul></ul></ul>
  18. 18. Complex Business Relationships <ul><li>What makes the relationship complex is the fact that it has more than one dimension.
  19. 19. For example, a boss is also a relative. If someone is in this position, the person evaluating his/her performance and deciding on factors such as assignments, pay, promotion, etc. is also a relative.
  20. 20. The multi-dimensional nature of the relationship between boss and subordinate or work peers can produce: </li><ul><li>Emotions that “spill” over from one relationship to the other, and/or
  21. 21. decisions that “spill” over from one relationship to the next. </li></ul></ul>
  22. 22. Complex Business Relationships <ul><li>There are a number of strategies for avoiding complex or multiple dimension relationships in a business setting: </li></ul>
  23. 23. Complex Business Relationships <ul><li>There are a number of strategies for avoiding complex or multiple dimension relationships in a business setting: </li><ul><li>Avoidance </li><ul><li>Always the “cleanest” choice, but
  24. 24. not always practical or even desirable. </li></ul></ul></ul>
  25. 25. Complex Business Relationships <ul><li>There are a number of strategies for avoiding complex or multiple dimension relationships in a business setting: </li><ul><li>Avoidance
  26. 26. Clarity/Structure </li></ul></ul>
  27. 27. Complex Business Relationships <ul><li>There are a number of strategies for avoiding complex or multiple dimension relationships in a business setting: </li><ul><li>Avoidance
  28. 28. Clarity/Structure </li><ul><li>Define each relationship dimension explicitly and limit role of subjectivity in any work related decisions. For example, a family business where pay is based on a set percentage of net sales and work role is defined by years in the business—all set forth explicitly. Performance rewards might be determined based on a set of explicit incentives. </li></ul></ul></ul>
  29. 29. Complex Business Relationships <ul><ul><li>Clarity/Structure (continued) </li><ul><li>At Dupont, for example, all male descendants of the founders were entitled to entry-level positions. Beyond entry-level, a family member got promoted only if a panel composed primarily of non-family managers, judged the family member to be superior in ability and performance to all other employees at the same level.
  30. 30. Another way is to agree that pay will be linked to an independent source. For example, pay set at 125% of the industry average for a particular position. </li></ul></ul></ul>
  31. 31. Complex Business Relationships <ul><ul><li>Clarity/Structure (continued) </li><ul><li>The point is, to keep negotiations out in the open, completed early, and written down from the start. </li></ul></ul></ul>
  32. 32. Complex Business Relationships <ul><li>There are a number of strategies for avoiding complex or multiple dimension relationships in a business setting: </li><ul><li>Avoidance
  33. 33. Clarity/Structure
  34. 34. Process </li></ul></ul>
  35. 35. Complex Business Relationships <ul><li>There are a number of strategies for avoiding complex or multiple dimension relationships in a business setting: </li><ul><li>Avoidance
  36. 36. Clarity/Structure
  37. 37. Process </li><ul><li>Talk about to multiple dimensions of relationship with the goal of soothing hurt feelings or relieving disappointment.
  38. 38. Develop Clarity/Structure about multiple dimensions of relationship. </li></ul></ul></ul>
  39. 39. Complex Business Relationships <ul><li>Final Thoughts: </li><ul><li>Multi-dimensional complex business relationships are challenging.
  40. 40. Social networking increases the challenge because it lowers the control over boundaries between what is known both personally and professionally.
  41. 41. Areas of particular challenge include: </li><ul><li>Family businesses,
  42. 42. workplace romance, and
  43. 43. friends rating performance or judging compensation. </li></ul></ul></ul>
  44. 44. Complex Business Relationships <ul><li>Final Thoughts (continued): </li><ul><li>Ethical dilemmas are triggered when: </li><ul><li>There are differences in power that “spill” over into the personal dimensions of a relationship (this is assumed to happen whenever a person in power has a personal relationship with someone of lesser power),
  45. 45. the personal dimensions of a relationship “spill” over into the professional dimensions and confer privilege, and
  46. 46. the perception of privilege decreases the morale of individuals outside the multi-dimensional business relationship. </li></ul><li>Complaints about unethical behavior are triggered when: </li><ul><li>Someone objects to one of the situations listed above. </li></ul></ul></ul>
  47. 47. © Intellectus Business Coaching – All Rights Reserved R. Brad Lebo, Ph. D. www.intellectuscoaching.com

×