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Published in Employee Benefits Planner, Third Quarter, 1999 Relationship Management; Employees with Personal Balance are More Effective by Alan Raymond Fine, M.B.A., C.P.A. THE WORLD HAS BECOME SMALL. Global competition sits at our doorstep. The pressures of improving efficiency and effectiveness prove ever more challenging. For more than a decade, I have been assisting organizations in the process of change in pursuit of developing, achieving and maintaining renewed growth and success. Originally, I perceived that the road to success was paved with business and technical expertise. But as my business acumen has grown and matured, I have learned that relationship management plays the greatest role in the success of any organization—as well as in the success of its individual employees. Anomalies I marveled at how some organizations were able to maintain good customer relationships despite having poor quality products, good vendor relationships despite small business volumes and many service requirements, good employee relationships despite lower-than-average compensation, or good community relationship despite causing some social or environmental problems. At the same time, I watched some managers do the opposite. They destroyed relationships with good customers despite high-quality products, with good vendors despite high volumes and few service requirements, with good employees despite above-average compensation, or with community despite an economically charged support structure. Only Secondary Relationship management was the apparent key—the critical success factor that most businesses value, but give little emphasis to understanding deeply. I began zeroing in on it, hoping to discover some methodology or foruma that would make relationship-management skills readily Page 1 |
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