‘Building strong relationships’ describes a business model with some evident merits and perhaps a few demerits. The concept essentially points towards a sense of commitment and a certain level of freedom of operations.
The more mature a relationship between a service provider and a client, the more aligned the employees of each would be to the other’s business goals and processes. At the same time, there is less intervention from the client side and ideally, this drives up productivity at the service provider’s end. Selling is made easier, and there are certain advantages in hard times, such as in a recession; the client will think twice about cutting budgets in a long lasting engagement – of course, this is subject to compromises on both sides. In short, if the relationship is good, the business is good for both sides.
As an employee, who do you feel is at the other end of such a commitment: Is it the person who recruited you, the person who you report to, the head of the company, or some other individual? It can be anyone at all, as long as this one person made a difference in the individual’s life. The difference can be imparting some knowledge you won’t find in books, or it can be showing him/her how to think and work better, or it can even be about being there when you are needed the most. The significance is relative, and a third person may not be able to judge it. It is part of the personal connection.
That’s right. Many things in professional life are decided on the basis of this personal connection. Look at the members in your team and check – Have you made a difference in their lives?
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