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Foundations of Successful Relationship Management

Successful Relationship Management

Organizational Strategy for Sourcing

Management and Governance Plan

Relationship Management Plan

Foundation

Goal

Face to Face

located

Same time

zone

Same

organization

Culturally

Similar

Demographically similar

Face to Face

located

Same time

zone

Same

organization

Culturally

Similar

Demographically similar

Distributed

Multi-cultural / dissimilar

Virtual Work / Meetings

Demographically distant

Traditional Industrial-Age Workplace

Digital-Age Workplace

becoming

Multiple time zones

Networked organizations

The Changing Nature of Work

Discrete

Relational

Provider interest in exchange

Client interest in exchange

Discrete exchange = a transaction

Relational exchange = collaboration

Usually one-time

Continuous or multiple times

Discrete Exchange Versus Relational Exchange

Communication Channel	Use	Frequency
Face-to-Face Meetings/Site visits	Team launch/Phase kick-off	Start of any major project or phase
Enhanced Video Conferences (using digital tools like NetMeeting)	Major coordination prior to milestone, e.g., product roll out	As required by project schedule
Video Conferences	Periodic team reviews to help team gel Meetings to revise project plans Monthly evaluation of progress	Depends on how team progresses, but monthly to start with a firm date/time, e.g. first Monday of each month with times varied to accommodate different locations
Conference Calls	Frequent Team reviews and checkpoints Problem resolution	Weekly with firm date/time, e.g., every Thursday, with times varied to accommodate different locations
Email updates/Instant messaging/phone calls	Majority of team communications	Multiple times/day

The purpose of this chart is to illustrate the types of communication channels and circumstances for their use. The key here is to make use of all resources for communication that are available and match the best medium to the message. A specific plan with dates and times for using each channel should be created and posted for visibility.

Communication Plan Charts

Who is involved	CEO/top mgt	VP	PMO	PMs
Frequency	Quarterly reviews	Monthly reviews	Bi-monthly reviews	Weekly reviews
Date/Time	Last Thursday of each quarter	First Wednesday of each month	First and third Tuesdays	Mondays
Communication Channel	Video Conference	Video conference at key milestones, conference calls for others	Conference calls	Conference calls

A plan for regular reviews at different levels of the hierarchy should created and posted with specific dates/time and communication channel. Varying times of meetings to accommodate locations is important

Communication Plan Charts (Cont’d)

	Coercive	Authoritative	Affiliative	Democratic	Pacesetting	Coaching
The leader’s modus operandi	Demands immediate compliance	Mobilizes people toward a vision	Creates harmony & builds emotional bonds	Forges consensus through participation	Sets high standards for performance	Develops people for the future
The style in a phrase	“Do what I tell you”	“Come with me”	“People come first”	“What do you think?”	“Do as I do now”	“Try this”
Underlying emotional intelligence competencies	Drive to achieve initiative, self-control	Self confidence, empathy, change catalyst	Empathy, building relationships, communication	Collaboration, team leadership, communication	Conscientiousness and drive to achieve initiative	Developing others, empathy, self-awareness
When the style works best	In a crisis, to kick start a turnaround or with problem employees	When changes require a new vision or when a clear direction is needed	To heal rifts in a team or to motivate people during stressful circumstances	To build buy-in or consensus, or to get input from valuable employees	To get quick results from a highly motivated and competent team	To help an employee improve performance or develop long term strengths
Overall impact on climate	Negative	Most strongly positive	Positive	Positive	Negative	Positive

Goleman, “Leadership That Gets Results,” Harvard Business Review, April 2000

The Six Leadership Styles At a Glance

Affinity Distance

Cultural

Social

Relationship

Interdependence

Physical Distance

Geographic

Temporal

Organizational

Operational Distance

Communications

Multitasking

Readiness

Distribution Asymmetry

Virtual

Distance

Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008

The Virtual Distance Model

Affinity Distance

Cultural

Social

Relationship

Interdependence

Physical Distance

Geographic

Temporal

Organizational

Operational Distance

Communications

Multitasking

Readiness

Distribution Asymmetry

Virtual

Distance

Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008

The Virtual Distance Model (Cont’d)

Affinity Distance

Cultural

Social

Relationship

Interdependence

Physical Distance

Geographic

Temporal

Organizational

Operational Distance

Communications

Multitasking

Readiness

Distribution Asymmetry

Virtual

Distance

Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008

The Virtual Distance Model (Cont’d)

Affinity Distance

Cultural

Social

Relationship

Interdependence

Physical Distance

Geographic

Temporal

Organizational

Operational Distance

Communications

Multitasking

Readiness

Distribution Asymmetry

Virtual

Distance

Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008

The Virtual Distance Model (Cont’d)

Cultural Distance:

Moral values – right vs. wrong, unbringing, experiences

Work values – experience in workplace

Personal values – combine individual and world views

Cultural values – developed from community experience

Demographics

Cultural

Values

Cultural

Communications

Cultural Distance

Status differences based on hierarchy or political power

Formal

Status

Informal

Status /

Contribution

Status

Social Distance

Development of connections based on previous work experience

Strong Ties

Weak Ties

Relationship Distance

Degree to which team members feel mutually dependent on

each other for success

Interdependence Distance

Failure of technology or technological support that interferes with work

Technical Skill

Technical Support

Readiness

Highly Dispersed Teams

Unevenly Dispersed Teams

Concentration of Hierarchical Power in Specific Teams

Total Group

Core Team/ Sub Group

Distribution Asymmetry

Summary

Recognize the changing nature of work in the digital age

Global sourcing engagements are collaborations

Planned change is a factor in organizational transformation

Create a plan for Relationship Management as part of an overall governance plan

Bullen, Christine, Lefave, Richard and Selig, Gad J., Implementing Strategic

Sourcing: A Manager’s Guide to World Class Best Practices, Van Haren

Publishing, 2010, ISBN # 978 90 8753 5797

Slides Developed By: Dr. Gad J. Selig, PMP, COP; Managing Partner and

Founder, GPS Group

Reference List

Master Class – Opening Session

July 10-13, 2006

Learning Objectives & Speaking Notes:

References:

Questions: