Relationships form the backbone of every successful organization. From collaborative partnerships to interdepartmental interactions, an organization’s fabric is woven with threads of connection and collaboration.
However, it’s imperative to recognize that these relationships are not the end goals – what is done with those relationships is what matters most. They become powerful tools for achieving organizational objectives.
Within an organization, relationships serve as the conduits through which ideas flow, innovations are born, and goals are realized. Yet, it’s crucial to understand that the value of these connections lies not solely in their existence but in the purpose they serve and the outcomes they facilitate.
Consider the dynamics between colleagues within a department or across different teams. These relationships aren’t just formalities; they’re channels for sharing knowledge, nurturing creativity, and enhancing productivity. It is not just about people liking each other; it’s about building meaningful relationships that provide value to all involved.
However, amid the pursuit of business objectives, it’s essential to recognize that relationships are not static entities but living, breathing organisms that require nurturing and care. Just as neglected plants wither and die, neglected relationships can lead to misunderstandings, conflicts, and ultimately, stagnation.
Therefore, it’s essential for both leaders and team members to dedicate time and effort to establishing and maintaining strong, meaningful business relationships. This involves employing empathy and values to enhance understanding, fostering open communication, demonstrating mutual respect, and actively seeking opportunities for collaboration and feedback.
Ultimately, the true measure of the value of business relationships lies in the outcomes they enable. Whether it’s driving innovation, increasing efficiency, or enhancing customer satisfaction, the impact of these connections reverberates throughout the organization, shaping its culture, driving its success, and propelling it toward its goals.
So, how does this connect to BRM?
While relationships are indispensable for the success of BRMs, this truth extends to all parts of an organization. It is not unique to BRM. However, many BRM organizations prioritize relationships to such an extent that they lose sight of the primary goal: driving impact within the organization. This oversight significantly undermines BRM’s capacity to be perceived—and function—as an impactful, strategic entity.
Let’s address the elephant in the room. I often hear many people talk about relationships being at the core of what BRM does and how BRMs should foster a sense of relationships across the organization. After all, the term “Relationship” is embedded in the BRM title (see “BRM – What Should We Really Call It?” in our last newsletter).
I’m unapologetic about stating this: Relationships are NOT the essence of what BRM does. Instead, BRM is about delivering organizational impact, driving growth, innovation, and efficiency, and influencing investments and strategies. While relationships are undoubtedly crucial, they are just one means by which these core objectives are achieved.
More important, it’s not merely about establishing relationships but about cultivating meaningful ones. Meaningful relationships extend beyond mere likability or casual conversation with the other party. For relationships to have an impact, they must hold significance for all parties involved.
Top BRMs recognize the crucial importance of developing meaningful relationships with others. In our High-Performing BRM class (https://barkleyconsultinggroup.com/the-high-performing-brm), we empower BRMs and other IT professionals with the skills and strategies to cultivate these connections. Leveraging the power of empathy, values, and personal branding, we enable participants to develop meaningful relationships that deliver impact and foster trust and credibility within their organizations.
So, let’s shift our perspective: Instead of viewing business relationships as ultimate goals, let’s recognize them as powerful tools for achieving organizational excellence. By acknowledging their potential, nurturing them with care, and leveraging them strategically, we unlock their genuine value and propel the organization to unprecedented levels of success.
BRM is about impact, influence, and growth. Relationships serve as catalysts for achieving these objectives. They are a means to an end, not the end itself.
About the Author
Jeff Warren is the President of Barkley Consulting Group, a leading BRM consulting firm that helps organizations develop top BRM talent and create impactful BRM programs. Jeff has over 35 years of leadership and innovation experience as an IT executive, with a focus on business and technology.
