They it’s not what you know, but who you know. We are going to discuss that theory and much more as we look at why relationships are at the core of all business these days and how our ability to manage them is paramount if we are going to be successful in practically any job.
In today’s episode, cohosts Dr. Tobin Porterfield and Bob Graham discuss:
- How changes in the work world necessitate building more relationships
- How to manage relationships
- Examples of well managed and poorly managed relationships
- The benefits of managing relationships with workers, former colleagues, bosses and others
Here are some hints for better managing business relationships:
- Make amends. If you have a bad business relationship, fix it. Now.
- Scroll through your phone contacts every week or two. I sometimes see someone’s contact information that I haven’t talked to and have called or emailed them right away. Everything happens for a reason.
- Find beneficial ways to interact. I like to send articles to people that I think they might find valuable. They seem to like it. It shows I am thinking of them, and it’s easy enough to send an article.
- Just say hey. Sometimes it’s great to hear from someone who you haven’t heard from in a while. I had a former coworker who I helped mentor contact me recently out of the blue. She told me she missed “my first mentor.” It made my day.
- Use LinkedIn. I love LinkedIn. It allows me to know what other people are up to, to be able to contact them when they change jobs or locations and it’s all free. I like to see who is celebrating birthdays, job anniversaries or whatever else. I respond often, and it pays off. Ten minutes in the morning or evening can yield great fruit with LinkedIn, or do it every Sunday night.
- Be grateful. If all else fails, contact someone at least once a week who has had a profound effect on your career and tell him or her that. Believe me, if that’s where the conversation starts, it will end much better – for both of you.
Have you joined The Soft Skills Revolution at The Soft Skills Revolution? Why not? We are giving resources out for free to people interested in better understanding their soft skills. It’s free and it’s easy. Just provide your email and away you go. Nothing to buy or sell. Jut go to thesoftskillsrevolution.com.
Next week, we will tackle another soft skill. New episodes come out each Wednesday. Until next week, thanks for listening, good day and good soft skills.
Mike Shelah, an expert and early advocate for LinkedIn’s ability to connect people for business, shares his wisdom on LinkedIn, networking and soft skills in this episode of the Serious Soft Skills podcast.
Cohosts Dr. Tobin Porterfield and Bob Graham are joined by Mike Shelah, head of Shelah Consulting (http://mikeshelah.com), for a discussion of the following:
How to use LinkedIn to make quality connections
What not to do on LinkedIn
How to gain permission to ask
Mike’s formula for using LinkedIn effectively
What soft skills come into play
Examples of good networking
Tips for being a better networker
Also, Mike talks about a side project, Pathfinders for Autism (http://pathfindersforautism.org), where he serves as a board member and helps families like his own who have children who have autism.
We look at cultural awareness and why its importance only grows in our current workplace. New episodes every Wednesday.
Collaboration, an important soft skill, takes many forms, and each form it often enables us to rise above the challenges we face in life. The old adage that two hears are better than one is valid.
To obtain survey responses from the widest possible group of people for some research we are doing, we sent it to our LinkedIn and Facebook friends. Some responded and some did not. We also sent the survey to some of our networks’ best connectors, hoping that they would spread the survey on soft skills in the workplace beyond our limited networks. (Our networks aren’t small. Collectively our LinkedIn numbers exceed 3,000 connections.)
But reaching beyond our networks enables us to obtain a broader cross-section of respondents. Our network, while diverse and broad, is limited in some ways, as we each have a lot of former students and academic world colleagues on our lists. One of our lists skews toward insurance brokers, owing to a past position as an insurance publication editor.
The people with whom we shared our lists have their own networks. Those networks represent different segments of the working population.
We could have spent a lot of time and money trying to reach a broader network, but in the most effective and obvious method of reaching more people was to collaborate with others. They were happy to help, as in each case, we have provided value to them in various ways, never seeking compensation. We just helped when it was needed.
And now, when we need help, they rise to the occasion, ensuring that we can achieve greater results than if we had only spread word of the survey to our own networks. That collaboration is just one demonstration of where soft skills improve our work.