As noted in our previous post, it is becoming increasingly evident that now, more than ever, relationships, and the quality of relationships in the workplace, do matter.
For example, Mike Morrison, VP and Dean of Toyota University in a recent interview went so far as to boldly say, “My message to leaders is actually quite simple: It’s the relationship…. stupid!”
He went on to suggest that human capital is useless without relationships—particularly in our fast-paced, global economy—and that leaders can be best measured by their ability to create social capital or the sum total of all their relationships.
“It is through this network of relationships that their work is conducted,” Morrison stated.
“As leaders, we need to be relentless relationship-builders and be 100 times more deliberate about relating to people. Work is much more relational than it was twenty years ago… today we get work done through others. In today’s world we achieve results primarily through relationships.”
Morrison concluded that relationships are truly the most effective pathway to the highest levels of commitment, creativity, and performance within organizations. The reason is that positive relationships have a transformational impact on the individual. They draw out the best in each of us.
Management guru Peter F. Drucker has also commented on the need to focus on workplace relationships.
“Increasingly, command and control is being replaced by or intermixed with all kinds of relationships,” he said.
“Alliances, joint ventures, minority participations, partnerships, know-how, and marketing agreements… these are all relationships in which no one controls and no one commands. These relationships have to be based on a common understanding of objectives, policies, and strategies; on teamwork; and on persuasion—or they don’t work at all.”