According to a recent article in the Harvard Business Review<\/a>, data from the field of social psychology demonstrates that leaders who prioritize relationships with their employees and lead from a place of positivity and kindness simply do better.<\/p>\n The most effective leaders of all (as measured by their success rates and the success of their organizations) are values-driven, transparent, compassionate, humane, and recognize employees as unique individuals. As a result, their employees perform better, too. They are more engaged, less likely to turn over, more loyal, and more productive. Companies run by these types of leaders enjoy higher client satisfaction, a better bottom line, and boosted shareholder returns.<\/p>\n In these exceptional partnerships, all parties understand and appreciate the relationship’s context, instilling a collective sense of unity and purpose. This understanding helps all parties feel like they are working together towards a common goal.<\/p>\n It\u2019s also important these partnerships have a sense of equality. This does not imply that all individuals are equal in every aspect but that each person brings a unique combination of knowledge, insight, perspective, talent, and cognitive styles that contribute to the richness of the work relationship. In true partnerships, both individuals feel respected and actively engage their growth mindsets, constantly learning from one another.<\/strong><\/p>\n While you cannot solely attribute responsibility for individual relationship quality to the BRM capability, its role lies in fostering a rise in the quantity and quality of partnerships. They achieve this improvement by cultivating widespread adoption of business relationship management<\/a> concepts and partnering mindsets throughout the organization.<\/p>\n When a substantial portion of the network comprises partnerships, the organizational culture evolves into an open community that prioritizes learning, sharing and positive collaboration. An organization emphasizing partnership-building keeps up with ever-present change and experiences continuous growth. This collective growth becomes embedded within subsequent relationships, establishing an ongoing cycle of continuous development. As a result, the organizational culture becomes invigorated with heightened energy, creating significant value.<\/p>\n Business relationship managers<\/a> (BRMs) are responsible for fostering exceptional partnerships across their entire organization. To accomplish this, they must employ techniques to establish strong, effective relationship networks, such as these examples:<\/p>\n The BRM Institute\u2019s Relationship Maturity Model<\/a> is a diagnostic tool that allows you to comprehensively assess the maturity levels of relationships across your organization. This model illustrates a continuum of relationship maturity consisting of five levels.<\/p>\n At level one, relationships function ad-hoc due to their reactive nature. At level five, relationships operate on a strategic partner basis, where all parties share a deep appreciation for each other\u2019s contributions that help fulfill organizational purpose.<\/p>\n source: Business Relationship Manager (BRM) Metrics – BRM Institute<\/p><\/div>\n The relationship strategy on a page (RSoaP) is a technique that promotes mutual understanding regarding desired results and the necessary means to achieve them. This technique helps establish a shared vision and expectations for the relationship between partners and functions, typically through collaborative workshops. The workshops focus on clarifying commitments and expectations from both parties and outlining a roadmap of initiatives required to reach targeted outcomes together.<\/p>\n By the end of the workshop, the business relationship manager has successfully facilitated the process of defining and achieving mutual agreement on how the organization will establish a strong partnership. This includes collaboratively diagnosing the relationship, creating a shared vision, identifying key relationship characteristics, outlining performance measures for the partnership, cataloging essential initiatives, and defining operating principles.<\/strong><\/p>\n During quarterly business reviews (QBRs), the RSoaP is comprehensively reviewed to assess the progress and realization of the agreement made during the workshop.<\/p>\nThe Role of Business Relationship Managers in Creating Partnerships<\/h2>\n
Relationship Maturity Measurement<\/h3>\n
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<\/a>Relationship Strategy on a Page (RSoaP)<\/h3>\n
Partner Value Hierarchy (PVH)<\/h3>\n