1. BUILDING
RELATIONSHIPS

2. BUILDING RELATIONSHIPS WITH…
• Direct Reports
• Upwards
• Customers and Suppliers
• Across the Organization with Peers

3. BUILDING RELATIONSHIPS WITH
DIRECT REPORTS

4. 4 KEY SKILLS TO STRENGTHEN RELATIONSHIPS
WITH DIRECT REPORTS:
• Building Trust
• Listening
• Delivering Effective Feedback
• Managing Challenging Conversations
• Building Stronger Work Relationships

5. SOME COMMON MISTAKES IN BUILDING
RELATIONSHIP AT WORK:
• Taking before giving.
• Being an opportunistic relationship builder.
• Seeing relationship building as playing office politics.
• Forgetting about results.
• Limiting your relationship circle.

6. • It helps if manager and direct report can make a mutual choice
when entering into their formal relationship.
• General manager should provide challenging tasks, set high
standards, and enforce accountability.
• General manager needs to show an interest in the personal and
professional development of subordinates.

7. BUILDING
RELATIONSHIPS
UPWARD

8. Key distinction between
middle level managers and
CEO’s

9. MIDDLE LEVEL MANAGER’S
(DIVISION MANAGER)
• Always concerned with line superiors
• Corporate staff groups

10. CEO’S
• Have their board of directors
• Major stockholders
• regulators

11. ASPECTS OF HOW DIVISION MANAGERS
RELATE TO THEIR VARIOUS SUPERIORS ARE
ALWAYS IMPORTANT ASSETS.,
ESPECIALLY IMPORTANT ARE:
• An ability to persuade higher level managers
to
endorse division proposals for resources to support
research, new products, capital pro- grams, shift in
strategy or organization

12. • An ability to secure from superiors rewards and
other signs of recognition for
achievements
•A
protégé-mentor relationship
coaching and other support
the division’s
that
provides

13. HOW TO BUILD
BUSINESS RELATIONSHIP

14. • Listen More Than You Talk
• Make A Routine
• Be Honest
• Take Notes
• Give More than You Receive
• Be Proactive
• Be Real
• Turn Blunders into Opportunities
• Make it Personal
• Meet Face-to-Face

15. BUILDING RELATIONS WITH
CUSTOMERS AND SUPPLIERS

16. PARTNERSHIPS
• People are key.
– Build and develop relationships.
• Relationships between customer and supplier need to be
collaborative, not necessarily contractual:
– Open; trust; win-win; communication.

17. • Customers and suppliers should be treated as partners in the activity:
– Focused on outcome; some contact with target
customers; shared responsibility.
• Fit with the organisational culture:
– Level of formality; sponsorship from senior
management; style.

18. THE LAPSES AND DIVERSIONS ON THE PART OF THE
SUPPLIERS THAT CAN AFFECT THE RELATIONSHIP:
• Satisfaction: The customer expects overall attention and
convenience in all departments to ensure smooth fulfillment of his
needs. This includes quality, timeliness, ease of access and
commitment of conditions.
• Competitiveness: Customers assess the supplier through
competition based on the pricing and quality of their products, its
reliability, its technological background and industry trends.

19. • Innovation: Customer knows and lives the products more than the
supplier does, as he is working on them and is in a position to
suggest innovation and development for the products.
• Finance: Suppliers have to be ready for providing financial
advantages as loan, extended terms on purchases and postponement
of debt when demanded by their loyal customers particularly at their
growth stage or when they are into a financial crisis.

20. Essential factors for the customers to create and
maintain a healthy relationship with the suppliers.
• Payments always on time
• Provide adequate flexibility
• Personalize the relationship
• Share information
• Be a demanding but a valued customer

21. BUILDING RELATIONSHIPS
ACROSS THE ORGANIZATION
WITH PEERS

22. STRATEGIC RELATIONSHIP FORMS:
• Forming basic research relationships with other companies,
focused on new materials and manufacturing methods
• Developing new sales channels in foreign markets
• Developing joint ventures to develop new markets

23. • Many large companies have found it necessary and desirable to
provide quality-related training to consultation to their
suppliers-especially small suppliers who do not have their own
training staff
• Many companies have formed industry consortia to fund
research and development activities that they cannot afford to
do alone
• Other companies have formed university-based consortia to fund
research into future management, information technology,
engineering, or manufacturing technologies and practices

25. In many ways, the old world was simpler:
• Telling direct reports what to do is a lot simpler than developing
relationships with partners
• Being able to work in a “silo” is a lot simpler than having to build
relationship with peers across the organization
• Selling a product to customer is a lot simpler than providing an
integrated solution

26. • Getting the lowest price from suppliers is a lot simpler than
understanding their complex business needs
• Competing with customers is a lot simpler than having to
develop a complex customer-supplier-competitor relationship

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