V. Let’s Talk
Script
Lillian: Mr. Baxter, you have worked in the company for five years, and you manage everything here smoothly, like a clock. Could you tell us the secret of your successful career?
Baxter: Just as the golden rule of real estate is location, location, location, the golden rule of work is relationships, relationships, relationships. Unfortunately, many workers focus so hard on the job at hand that they never develop useful relationships with people in other parts of their organization. Worse, when they do interact with colleagues in other departments, they may not treat then with respect.
Lillian: Could you give more details?
Baxter: Let’s take Wendy as an example. She switched jobs several months ago in the company. In her first position, as a marketing manager, she frequently found herself in conflict with the financial department over her staff’s expenses. Her argument for more funds usually ended in vain.
Then in her new job as training administrator, she wanted to launch an on-the-job training project. She needed the financial department to support her request for a budget. How did she convince them this time?
Although the financial department’s offices were located in another city, Wendy decided to visit them in their offices and try to establish closer relationships. She believed she must first of all understand their mission and their own training needs. Then she found an ally in the company’s chief financial officer, who saw how her group could help develop his staff. So the two forged a long-tern=m alliance, which led to a training program so successful that it has since been picked up by the company’s offices in Germany and Japan.
Winning allies throughout your organization has an additional benefit. These days, it’s far too risky to expect your work to speak for itself. Having allies who speak well of you increases your reputation with the top management.
|
Positive Statements
|
Negative Statements
|
|
The golden rule of work is relationships.
|
Many workers never develop useful relationships with people in other parts of their organization. Worse, they may not treat then with respect.
|
|
|
Wendy frequently found herself in conflict with the financial department over her staff’s expenses. Her argument for more funds usually ended in vain.
|
|
She and the company’s chief financial officer forged a long-term alliance, which led to a training program so successful that it has since been picked up by the company’s offices in Germany and Japan.
|
|
|
Having allies who speak well of you increases your reputation with the top management.
|
|
|