This content emphasises the importance of building strong relationships with both internal and external customers. It explains how effective collaboration and customer engagement support smooth operations and long-term organisational success.
Regardless of the organisation and I, building and keeping relationships with the customers and stakeholders are vital for lasting success in any organisation. There are broad classification of customer into internal and external. Internal customers, for this case, refer to employees of the company or, in general, different departments or teams within the organisation who require the other enterprise to make outputs or deliverable successfully in order to execute their tasks. For instance, the marketing department relies on the sales team for customer insights and the IT department is available to all other departments for technological solutions. Existing customers on the other hand are clients, end users, suppliers and service providers who are in interaction with the business’s products and services. These groups are established with strong relationship with these groups so they can allow them to operate smoothly, provide them with good customer services and get repeat business.
4 Years | MBA
The stakeholders’ group is a broader term than the usual word used for it — people and entities that have significant interest in the organization's activities. The shareberholders, investors, government agencies, regulatory bodies, local communities and business partners are all considered as part of the stakeholder group. There are different levels of influence and expectations of each stakeholder group. For instance, regulatory bodies care only about compliance with laws and standards and it is primarily about financial returns as far as shareholders are concerned. Organisations can employ the use of stakeholder mapping techniques like the power-interest grid to categorize the relationship between the stakeholders by influence and interest levels to manage these. Close and frequent interaction is needed with high-power, high interest stakeholders while less interaction can be sustained with low power, low interest stakeholders. Organisations can then assign these resources themselves in a series of efficient, risk mitigation, and collaboration driven to sustainable growth, identifying and prioritising these relationships.
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relationships
An individual’s emotional intelligence (EI) is an important skill for developing a good relationship with customers as well as stakeholders as it helps an individual to deal with various interpersonal dynamics in an empathetic as well as professional way. Daniel Goleman’s model of EI highlights five key components: self-awareness, self-regulation, motivation, empathy, and social skills. All of these have an important role in relationship management.
Self-awareness of managers enables them to be aware of their emotions and how others feel because of them. For instance, a person who realizes that they often get defensive in the face of such criticism can seek to sustain a calm and composed demeanor during difficult conversations with clients. Self-regulation enables for emotions not to govern behavior, for example, in high stakes negotiations or conflict situations (Turner, 2021). The ability to keep some level of emotional control helps managers to respond with a considered, rather than emotional, response that does not threaten trust or professionalism.
This is one of the key parts of EI in relationship management, empathy whereby I understand and attend to others' feelings and point of view. For example, suppose a manager needs to interact with a dissatisfied customer. In that case, empathy can be used to acknowledge the situation, as well as collaboratively work towards a resolution, all the while improving the relationship between the two (d’Abreu, Troccoli and Sauerbronn, 2021). Effective communication through social skills will help managers to build rapport, influence around and foster teamwork. For instance, an accomplished social connector is able to tailor their communication to different stakeholders and formal with investors and friendly with the team members.
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Managers use emotional intelligence to have positive interactions with people, helping someone solve conflicts amicably and nurturing long-term trusting relationships with customers (Gilani, Jessica Torres Mena and Aydin, 2023). This not only enhances organisational reputation but also increases collaboration and productivity in the work environment.
Conflicts aren’t something we avoid in a business, but everything is possible, and they are useful if they are well managed and achieved proper resolution. There are five primary strategies of conflict resolution that can be used in different types and situations that the Thomas-Kilmann Conflict Mode Instrument (TKI) identifies.
Working together to find a joint benefit solution is what is called collaboration (Riis and Groth, 2020). The advantage of this approach includes creating trust and showing willingness to succeed along with your clients. In example, like if a client does not like how the project is moving regarding time management, then the collaborative approach would be to come up with alternative solutions with the client taking into consideration that the client’s needs must also be fulfilled but at the same time with the organisation’s powers.
To arrive at a middle ground each person has to make compromises. This strategy works when both sides in the negotiation with spouses or partners are under the pressures of having to get all the objectives met, but none of them enough. For instance, the organisation may agree to a delayed payment deadline, the supplier no longer having to worry about losing the business.
When winning an argument outweighs maintaining a relationship, accommodating prioritises the other party’s needs, so is adequate. Let us say that a high-value customer makes a minor complaint and are willing to accommodate their request, even if not entirely justifiable, it will further promote their loyalty towards your brand.
Stepping around the conflict, it avoids a conflict temporarily, that is, when needed minor issues or when emotions are too high (Mayer and Freund, 2022). But if this strategy is overused, then there are the unsolved tensions.
A assertive approach is indeed competitive, where one party pursues what is in his own interest with disregard to the interest of others. This can be needed in critical or critical circumstances. However, they may damage relationships when repeatedly relied upon.
By choosing the right conflict management technique in situations and in regards to stakeholder, managers do not tear relationships and instead preserve and in some situations even build a collaboration and continence of the organisational success.
The strategic approach of facilitating cross team working requires breaks down silos and encourages collaboration among different teams. The basis is setting up appropriate shared objectives in line with the organisation’s overall objectives so that every team knows what they contribute vis a vie the whole picture. To keep up the channels of communication open, regular inter-departmental meetings should be implemented, allowing teams to share updates, challenges, and insights with others involved within the group. As a result, these meetings enable teams to determine the synergies and dependencies between their work streams. Another effective method is to create cross-functional project teams, that is, teams of people with different experience within the firm and groups of different experience outside the firm to manage initiatives that are initiated cross-functionally. Both with words and actions, leadership can model collaborative behavior, but the most important part of collaborative behavior modelling is reinforcing teamwork.
Technology platforms that make matter-of-fact communication and sharing of documents with teams across locations a lot easier are a necessity of the modern geographically dispersed work environment (Geiger et al., 2023). The aim of granting these digital solutions is to maintain the visibility of progress and provide real-time collaboration, no matter the physical location. Common processes and terminology across teams allow to remove the misunderstandings and ensure that work is done in the same way. Recognising collaborative achievements rather than working on the basis of individual performance aids in reinforcing the merits of cross-team working. Just like any working unit, cross-departmental groups need to build personal connections that move from working together to working together in a good way. Leaders should also configure channels for ongoing feedback between teams to come up with and fix friction points quickly. Intentionally designing these structures and these processes allows organisations to create an organisational environment in which cross-team cooperation becomes the natural way of working, producing more innovative solutions and more effectively achieving organisational objectives (Lindblom and Martins, 2022).
Trust building within and between teams is a slow work: it takes a lot of effort over time and markers of reliability, one should do the effort consistently. Leveraging its starting command from transparent communication and commitment to commitment, the leaders lead the example with working as per promise and the team can trust on the word of the leaders. It’s important to create an environment where people feel willing to say ideas, concerns, and mistakes without concern of punishment or bad repercussions. Open dialogue on the other hand, with vulnerability, helps these interpersonal connections (Gilani, Jessica Torres Mena and Aydin, 2023). Numerous managers organise regular one on one meetings with team members and this consistently demonstrates that there is someone to pour into and build the relationships with and that they care about individuals’ wellbeing and enable professional growth. Being a leadership team that models accountability and unfairness by sharing credit for successes and being responsible for failures.
When consistent in decision making and applying policies to all members in the team, perceptions of favorism to one over the other diminishes trust. Working together on projects that are outside their nine to five responsibilities gives team members an opportunity to advance cultural understanding and an appreciation for how everyone contributes to the whole. The collective celebration of team achievements collectively brings out the value of collaboration and common success (Filho et al., 2024). Leaders should be actively listening to the concerns and prove that they care about what employees say and that they do something about it when that makes sense. When dealing with private information, confidentiality can be kept to maintain respect for the privacy and to build confidence in leadership discretion. Over time, these become a basis for building a culture where trust is the basis to all working relationships and supports better performance and greater collaboration across the whole organisation.
across the team
The skills of effective negotiation and influencing are very powerful means of building positive working relationships within and between teams. The active listening among these begins with being truly heard and understood, rather than merely hearing or being able to identify superficial positions in the listening. In approaching negotiations, it can help sustain and even strengthen relationships in the long term to imagine the end game first as win win, rather than zero sum (Jäckel, Zerres and Hüffmeier, 2024). Talking about proposals in a way that draws attention to the amount of mutual benefit takes conjures goodwill and makes it easier for others to get behind them. The effectiveness of attempts to influence others can be boosted by developing emotional intelligence and the ability to read people’s nonverbal cues. Established expertise with demonstrated follow-through toward gaining credibility creates a better audience when there is a suggestion or idea from the team (Au and Eyal, 2021). In these situations, principled negotiation techniques help separate people and problems to maintain positive relationships during the process of dealing with substantive issues. Even when the approaches will be different, finding common ground and emphasis on shared goals helps to bring alignment. Storytelling is often a particularly powerful influencing tool because it helps make visual the benefits of proposed change or new directions. When discussing the difficult things, it still maintains professionalism and respect and it preserves relationships for future collaboration. Getting people to hear us before assuming they hear us, before bringing them our alternative viewpoint, allows us to regard and validate their contributions and concerns. The most important trust I can build in all my negotiations is developing a reputation of fairness and integrity (COLQUITT and BAER, 2023). However, when these skills are applied consistently and authentically, they create an environment of healthy mutual debate, that will ultimately lead to better solutions and that bonds the team members across the organisation.
team
Conflict in teams requires a careful management that respects the context of the situation while it maintains good relations between team members. Collaborative problem solving when opposing parties mutually solve an issue which addresses everyone’s throats concern is a very powerful and effective method. Working with interests rather than with positions and sometimes resulting in very fresh and innovative outcomes that no one wanted to give up. Compromise is another way of going about it – each side is willing to make concessions to satisfy most of the parties’ needs at the centre point, which is usually a good choice when there is a limited amount of time or the issues are somewhat significant (Philipps, 2022). Accommodation may be appropriate, but only if one party is preferential to maintain the harmony over winning the argument, especially if the relationship is more important than the particular matter. Avoidance can be a short term use for a small conflict where emotions need to cool before fruitful talk can take place but overuse defeats any problem. Where quick, decisive action is required in a crisis, competitive approaches may be needed but only at the risk of the relationship if overused. Neutral third party mediation can help parties communicate with each other and resolve disputes if they cannot do it without the assistance of a third party. It puts in place the protocols and resolution processes for conflicts when they do arise in a constructive manner. Conflict reconstruction as opportunities for improvement rather than personal battles helps to keep professional and solutions-oriented. Often, having team members consider situations from other people’s point of view can encourage empathy and uncover misunderstandings that are easy to fix. That conflict resolution training gives team members skills for handling disagreements productively before they morph into conflict. Early bookings, therefore, never allow potential conflicts to get entrenched in position warfare. Managed properly, with application of these techniques in the particular context, with particular relationships, we apply these techniques appropriately to make conflicts a positive thing, due to a positive outcome, something that will help the team grow and will improve team collaboration.
References
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