Insights and Ingenuity

As an employee progressing through Newbie Acclimation 101, one of the topics I’ve given a lot of thought to lately is concept of Team. Being the newcomer sometimes allows me to see some “grandfathered” situations and dynamics in a way that more seasoned employees don’t. I think this is the temporary “keen insight” baton that gets passed from one successive new hire to the next.

I believe that Team implies a relationship. Team assumes two or more parties share interest in a common topic, understand risks and rewards, are motivated to perform successfully to achieve a goal.  The relationship isn’t based on a hierarchy but instead a keen grasp of how one’s part fits into the larger whole.

Years in (client) service-focused roles have made me especially aware about relationships. Of course I study brand-consumer relationships. But right now I’m also pretty attuned to internal relationships, thanks to being a newbie and for listening to Zappo’s CEO Tony Hsirch’s fabulous keynote on corporate culture at SXSWi in March. I’m thinking about our vibe, our collective persona, the way we hang together as a unit. What does it take to generate the level of camaraderie, energy, trust, and selflessness to build a strong internal team?  The kind that can weather storms? The kind whose “connectedness” can be seen and felt by others on the outside? The kind of team that glows.

I also think the “relationship” element has never been more important to service companies than it is today. Maybe even reconsidered within the context of the corporate value proposition.  Attributes of accountability, service delivery, and high performance aren’t intrinsic to doing business–they’re cultivated from within. Considering the laws of attraction, successful companies holding fast to these traits attract clients with similar values and styles. Right?

It’s possible that internal relationships, client-customer relationships, and client-service company relationships are three separate boiling pots that each need constant attention. But I think that they each have several ingredients in common–the right combination could help create a fair and equitable relationship for each party.

I’d be interested to know what you think. What ingredients did I miss? Which did I get wrong? Or am I off base all together?

1. Statement of Boundaries.   I think it’s true from babies to adults–we all need to know what’s my area and what’s your area. What’s expected of you, what’s expected of me. What you “own,” and what I “own.”
2. Sense of Perspective.  Spend some time on the “About Me” section. Share a little about yourselves. Review the backstory. You might be enlightened and better understand someone’s motivations or fears.
3. Areas of Opportunity.  Time and a sense of objectivity will help you recognize areas others may need or want to grow. What can you teach them? How can you inspire them by example?
4. Self-Examination.  You know what you do well, but it might be a good idea to occasionally step back and review your methods or style. Are you earnest when seeking input? Are you as approachable as you could be?
5. Knowledge of Vulnerabilities. Take a minute to consider possible core concerns. Look beyond behaviors and try to understand underlying fears that just might be impeding progress.
6. Risk Assessment. We do this all the time in less intentional ways–compensate for what we perceive as a weakness in someone else. How might you help ensure success by removing obstacles? Being more diligent with follow-up?
7. Mutual Respect. As with personal relationships, those in business relationships must hold mutual esteem and respect. An ex-client once told me (after a formal review process), “We would have had more respect for you guys if you occasionally called a spade a spade and told us ‘no.’ That would have been OK with us.”
8. Consistent Delivery of Expectations. I think this circles back to respect and trust. A lot of vulnerabilities can be shored up with consistent delivery of commitments. It’s your name, your brand on the line. What does it stand for?
9. Self-Worth. Now and again, there will just be some inequities. Find out what you can live with and what you can’t. When the line is crossed, be firm and resolute. If it’s crossed again, that may be a warning signal that you’re not a good match. Consider calling it “done” before your team spends too much time, energy, and resources (a sure morale and financial drain) trying to shore things up. A couple of emergency situations a year might be fine; bi-weekly occurances might not.
10. Periodic Reassessment. We don’t often stray in big ways, rather make slow and steady progression from the original, intended path.  Do a gut-check, run a survey, do some secret shopping, run a contest–find out if there’s a difference between who you think you are, and how others perceive you. Is the teeter-totter still equally balanced?

Tags: Business, Relationships, Team

This entry was posted on Tuesday, April 14th, 2009 at 9:02 am and is filed under Business, Customer Relationships, Uncategorized. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.