I speak often of the importance of relationship power in today's business world. The way people buy into effective change in a corporate culture is dramatically different than it was just a few short years ago. The top-down model of directional/positional relationships does not appear to lead to the employee development and results that we desire.
Trust me, I work hard and am committed to practicing what I preach. More than anything, I value building dynamic and results-based relationships with exceptional people. Over the years, I have been blessed to have a number of key mentors who have coached and guided me in the principles of success.
One of those is Dr. Larry Senn, chairman and founder of Senn Delaney, a Heidrick & Struggles company. I was honored to be a partner
with Senn Delaney and for almost 20 years worked with and learned from some of
the most talented leadership consultants, who believed strongly in the Senn Delaney values-based approach of
creating solutions for organizations, their leaders and employees at all levels
of the organization.
Senn Delaney refers to them as the "Essential Values Set." They are:
- A performance value, which has a results focus, high expectations and an emphasis on personal accountability.
- A collaborative value, which promotes cross-organizational teamwork, mutual support and decisions for the greater good.
- A change value, which encourages innovation, openness to change, individual and organizational coaching, mentoring and learning.
- An ethics/integrity value, which provides an essential foundation for all else.
- An organizational (individual and team) health value, which creates and energized, open, trusting, respectful, positive, hopeful and optimistic environment.
It is through the implementation of all—not just some—of the above values that organizations can achieve lasting, positive change and approach the future with confidence. I worked closely with Larry Senn over the years, and traveled with him on many sales and consulting calls. I know the Essential Values Set worked because I saw them in action. Larry and our team lived by them, and taught me to live by them as well.
Today, I utilize those values in the practice of Leadership Transitioning™. They have made a difference not only for me, but for hundreds of corporations and organizations the world over. I know they will help you, too. To learn more, please visit my website at www.leadershiptransitioning.com, or call me at (330) 754-5767.
Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.
As the 20th Century drew to a close, particularly from 1970 on, business and self-help books became an industry all their own. As the 1970s transitioned into the ‘80s (commonly referred to as the “Me Decade”) the focus in American and international business shifted to the idea of power.
We were encouraged to focus on gaining power, establishing power, jockeying for power, and just about anything else that would give us personal advantages over everyone else. The main character in the movie “Wall Street” uttered the famous statement that came to define the ‘80s: “Greed…is good.”
As a result, many people became focused on what is called position power. And I’m here to suggest that it’s not the kind of power that truly produces positive results—in our own lives, businesses, community organizations or philanthropic activities. Position power means that I have power over you solely because of my status. I’m your boss, or manager or supervisor. You must do what I say. I get perks that you don’t. Because of my position, I have the power.
However, when we rely on that type of power, I would suggest that we are weaker than we think and that the truly influential people are those who cultivate relationship power.
The power of relationships is profound. The more positive relationships we develop, the more influential and effective we become. And influence is truly where power resides—in our professional and personal lives.
Think of the person who cultivates position power. Everything is wrapped up in their status, or their job title. But that can change in an instant. I’ve known people who had important jobs and fancy titles and big offices who were fired and lost it all overnight. Or, even if they weren’t fired, they were shuffled around in a corporate reorganization and suddenly found themselves on the outside of the power structure looking in. Their “power” wasn’t really power, after all.
Relationship power is something else altogether. It recognizes the value of connections, trust and respect and cultivates them effectively. It’s the gateway to real influence because it leads to true collegiality and camaraderie.
The power of relationships is profound—at work, in our communities, in our neighborhoods, and in our homes. When we take the time to truly show interest in others and build relationships with them, we exert far more influence than when we strive to gain an advantage over them.
Not only that, but we can practice relationship power no matter where we find ourselves in life. Regardless of whether you’re an executive, or a middle manager, or simply a staff employee, you can cultivate relationships—both inside and outside of your company or organization—that will help you be more effective and influential in your job. Participation in civic and professional organizations can lead to networking opportunities that will benefit your employer as well as your career.
How about you? Have you found yourself a little too focused on things like status and job title? If so, step back and look at how you can develop genuine relationships with others. In so doing, you’ll find yourself becoming a more influential person. And that’s where real power resides.
Jim Ondrus pioneered the management concept of Leadership Transitioning™. He is president of JA Ondrus, LLC, a Canton, Ohio executive coaching firm.
