My breakthrough in understanding the importance of managing business relationships effectively came about 20 years ago, and I have been applying a 10-step approach in all my relationships since then. Early in my career, I was in charge of a complex, high-stakes project to set up, for the first time, bank accounts and cash management programs for a large local government. About $1 billion in funds were involved. The legislature had set a tight deadline for opening the first bank account, and there was a great deal of work to do and numerous approvals to get in the relatively short time allowed. The final step in the process was getting contract approval from the government purchasing department. At that time, it took an average of 50 days or so to get a contract approved. I knew I had to do much better than that if I was going to meet the target date.

I developed a strategy to get through the contracting bottleneck in record time. And it worked! The contract was approved in 2 days, just in time to meet the deadline. The critical factor was the relationship I nurtured with the contracting officer in charge of the program. At the start of the project, I briefed her thoroughly on what we were trying to accomplish and its importance to the government officials. I continued to brief her at each key milestone so that when we had the first bank contract ready for review and approval, she knew what to expect and was able to act quickly. By carefully building a solid, mutually respectful relationship, I transformed a potential obstacle into a real partner who shared the same goals.

It is a lesson that I have kept in mind throughout my career, which has included positions with financial services, high tech, and health care companies, as well as government. The general rules apply in every business sector and for overall business relationships, as well as for specific projects. Here are 10 steps to follow in building better relationships to support your business goals in 2005. Good luck and Happy New Year!

1. See opportunities – not obstacles: Too often, when we think about the individuals and organizations we must deal with, we perceive them as barriers or distractions to getting our job done. We have to take time to get a license or certification from a government agency. Or we have to negotiate a detailed contract with a supplier. We must keep Board members in the loop and respond to their questions. Banks and other sources of capital demand more and more information. The first step in building better relationships is changing our mindset to see these entities as potential partners that can help us achieve our business goals. Begin this process with the same positive, confident attitude you use in developing your business plan and running your core business operations.
2. Identify all potential partners: Be specific, starting with general categories (e.g., customers, suppliers, banks/lenders, board members, government agencies). Then identify specific entities and individuals within each category. Be as inclusive as possible. You will set priorities later in the process.
3. Define the impact of each relationship:How does each relationship affect your ability to achieve your business goals? Remember to think in terms of opportunities and partnerships. Competitors can band together to increase the visibility of the entire sector and to lobby for beneficial government action. Suppliers may help you streamline business processes and cut costs. Board members are sources of referrals to potential clients and sound business advice.
4. Set priorities: Of course, you can’t tackle all the relationships at once. You have a business to run. What are the most important relationships in terms of your business success? Be tough-minded. The most crucial relationship may be one that is not positive now, and we all tend to avoid difficult situations. Transforming that relationship may bring the greatest rewards, however.
5. Find common ground: As you begin the relationship building exercise, try to identify what you have in common with the individual you are approaching. Shared interests and shared goals are the foundation of productive partnerships. You can go outside the business relationship to explore common interests, such as hobbies or cultural pursuits. Exercise caution, however. You don’t want to bring up a potentially divisive topic.
6. Think about what you bring to the relationship: It is not all about your needs. Identify what you can bring to the table. How can you help your potential partner in a way that serves both your needs? It may be providing an introduction to someone in your network. Or offering advice in an area where you have the greater expertise.
7. Identify measurable results: How will you know when the relationship has been improved? What are the indicators? By being specific about what you want to achieve, you will better focus your energies.
8. Tailor relationship strategies: Every stakeholder, resource, and potential partner is different. Going out to a friendly lunch will not work in all cases. Your first step may be to meet with your potential partner to get a better idea of her perception of the relationship. What are her business goals? How does she think you can work together more effectively?
9. Develop specific action plans: Develop a specific game plan for each high-priority relationship to begin the process. Identify 3 or 4 concrete steps you can take to implement your strategy. In many cases, better communication will be part of the action plan. That can be achieved through regular face-to-face meetings, email updates, or other ways of sharing information.
10. Set timelines: Develop a disciplined approach, with clear timelines, for carrying out your action plans. Remember your priorities. It is better to improve even one critical relationship in a short period of time than to get bogged down in multiple efforts that you don’t fully act on. Be realistic about what you can accomplish and stick to your plan.

1. Get your priorities straight. Examine your most important business goals. Write them down in order of importance.
2. Enlist an ‘A’ Team. Who are the people with the know-how, the experience and the savvy to land your company where it needs to be? To get maximum mileage out of a project, assign team members to specific aspects of the project.
3. Take stock. Make a list of all the ways your company currently uses technology. Then, add to this list, any technologies you think your company may need.
4. Play match maker. Match the priorities from step 1 to the technologies in step 3. If you have any items that are not a “pair”, carefully evaluate them to ensure that the technology or the priority is actually critical to your business operation.
5. Timing is everything. Tie deadlines to your technology projects. A to-do without a deadline doesn’t get done.
6. Count your chickens. Determine what portion of your budget will be required to implement your plan? Are those funds immediately available? If not, how will gain access to the monies needed?
7. Check yourself. Set small, challenging easily-measured milestones for your team. Carve out some time to conduct regular reviews of your plan. Be sure to include the members of your ‘A’ Team in this process.
8. Put it in writing. Create a working document that your team can adapt and change as your company grows. Refer to the document often and use it as a guide. Remember, your plan is written on paper, not stone.

I’m sure you’ll find that once your team has a comprehensive planning document on which to focus, sticking to it will come naturally.

Yet you can celebrate the New Year while making a personal connection with other people that can lead to professional opportunities. Overall, no matter where you meet people, it’s important to think beyond yourself: sincerely meet people’s needs, nurture relationships, continuously be on the lookout to be a resource, and listen to learn from everyone you meet.

I’ve created an easy way to remember useful tips from the word NEW YEAR for fruitful networking:

N- Start the New Year off with a spark by remembering people’s Names. Here are a few ways to do that:

* Form an impression of the person’s appearance and embed it into your mind. Note height, stature, color of hair and eyes, facial expression, and any distinguishing physical features.
* Repeat the person’s name after you meet and several times during the conversation. When you repeat the name, two things happen-the person is flattered, and the name goes into your memory bank.
* Make up a visual story about the person’s name. Associate the person’s name with something that will remind you of it. Use your imagination and build a mind picture. Put the person into your visual story. The sillier the story, the easier it will be to remember.

E- Show concern and interest for others by being Empathetic. Empathetic people pay attention to details: they observe and interpret body language and listen carefully to what other people say. They pay attention to what is left unsaid and have the ability to read between the lines. They also know how to respect people’s boundaries and have the ability to make others truly feel they are listening and valuing them.

W- Wear something that makes you feel comfortable. If you feel relaxed, you will not feel self-conscious when you speak with people. Try putting on an outfit the day before the party and ask yourself how you will feel wearing it when you meet people. If your clothes or shoes are too tight, or if your outfit is too casual, think honestly about whether you will feel good at the party and what kind of image you will present to others.

Y- Focus on the “You” in each person you meet and find ways to connect and agree so that you’ll be saying “yes”. An easy way to do this is to make other people the center of conversation by asking them about themselves. Develop your own set of “get to know you” and appropriate business-related questions. Also, say something complimentary about others, since everyone likes to get a sincere compliment.

E- Speak with Enthusiasm in your voice. Enthusiasm is contagious; if you are enthusiastic, you bring it out in others. It makes communication easier and puts people at ease, so they are receptive to you. Realize, though, that a person does not have to be loud and excited to be enthusiastic; it can be a quiet passion that shines, making people want to be a part of it.

A- Make sure you go to the party with the right Attitude – to have fun, meet and connect with people, and listen and learn. This is part of making networking a part of your everyday life: every time you meet someone new, it is an opportunity to learn new things that will enrich and enhance your life. There is no magic formula to networking. All it takes is a positive attitude about building relationships and a willingness to learn and practice effective techniques.

R- Do some Research before you go, so you’ll know a bit about the people there and their professions. The Internet is an excellent research tool for networking more effectively. Before you attend the party, research the company or organization of any of the guests you may know. To better manage the information, look first for the most current material. You can find lots of articles and news items about promotions, job changes, and other news events that present opportunities for you to start a conversation with someone. If you spend some time doing research, you can also easily develop “opening lines” with other people you meet based on your new knowledge.

Finally, wherever you go to ring in the New Year, it’s important to watch your reputation and maintain your credibility. When you attend a party, remember to avoid running around frantically or feeling pressured to make as many contacts as possible. We need patience and have to slowly build our networks; it takes time. Networking is an ongoing process of creating connections and nurturing relationships that benefit everyone involved. You can start this process anywhere, and celebrating the New Year is a good time to do it.

Dear Jill,

I’m a human resources manager at a small company, providing HR services to several departments. A newly hired peer doesn’t seem to have the knowledge or experience to handle his job. He’s swamped with work, and my boss has increasingly asked me to pick up his slack. At first, I assured her that I was very willing to help. However, my own workload is very large, and I don’t want someone else’s responsibilities “added on.” How can I discuss this with my boss without seeming like I’m not a “team player?”

Thanks for your help,

Karen

Dear Karen,

You’re in a truly sensitive situation. It sounds like there may have been a hiring mistake, and that you’re handling the brunt of it. You need to stand up for yourself, but without pointing fingers at your co-worker or your boss.

Try letting empathy be your guide-it’s an understandably difficult situation for you, but it’s probably also uncomfortable for your co-worker and perhaps even your boss. Schedule a meeting with your manager to discuss how best to prioritize your current workload. Stress that you understand the current situation, and want to make the strongest contribution possible. Then explain that in taking on some of your peer’s responsibilities, you’re concerned that your own work may suffer-something that neither you nor your boss wants! Ask for her help in prioritizing your recently “expanded plate.” If she asks for too much-and she probably will-be polite, but firm in communicating limits (e.g., “I can definitely get x, y, and z done, but if we add q, I don’t think that we’ll meet the deadline for x,” etc.). Explain the work-related consequences of your being overloaded-concrete outcomes that are significant to you both. Avoid mentioning personal consequences such as missing family commitments or visits to the gym-your personal life is not the issue here. Suggest alternative solutions which might meet both your needs (e.g., identifying what projects can be pushed to next quarter or accomplished through temporary resources, etc.).

Most importantly, stay positive and maintain your conviction that this will all work out-you may be amazed by what results!

Managing Power Dynamics

Dear Jill,

I’m part of a technical support team, and our firm is undergoing a major merger. We’ve all been assured of job security, but there’ve been lots of rumors, and we’re all feeling jittery. One of my peers is leading our team on a major project, and she’s recently become very competitive. She’s designed the whole project to showcase her own work! She facilitates every meeting, delivers every presentation, and when one of us is speaking, she often interrupts. Lately she’s been taking over responsibilities that have already been assigned to other people. We all report to the same manager, but he’s been traveling a lot to support the merger. Any ideas on how to improve this situation?

-Maureen

Dear Maureen,

Mergers have a way of heightening everyone’s insecurities. When people fear any undesired change-especially losing their jobs-destructive attitudes often emerge, like “every employee for him/herself.” Still, mature team members have learned the value of rising above dysfunctional behaviors, and it’s situations like this that teach them how. Your peer needs to reign herself in, and you may be able to help her realize this.

Start by making one or two small requests for changes that you’d like. For example, explain that you’d like to gain more experience presenting on this topic, and ask to deliver one segment of an upcoming presentation. If she resists, provide some gentle feedback-almost always a first step before going to someone’s manager. Try to keep it simple. Let her know that although you’re pleased to be on the project, you’re concerned about the lack of professionally challenging work. Emphasize that you appreciate her willingness to “carry the load,” but that it can inhibit your ability to make a strong contribution. Your subtle message is that by providing opportunities for others to shine, she can showcase her own ability to develop people. If she truly wants to look good to higher ups-and who doesn’t?-this may motivate her to share the limelight.

If her dominating behavior persists, I encourage you to speak to your manager. Be sure to inform him of the situation in a way that is respectful of your peer. Ask for advice on what you can do to create improvement, rather than asking him to intervene. After you’ve tried his suggestions, contact him again and provide an update. Finally, remember that this experience can have tremendous impact on your own leadership style, and in the future, your project team members may benefit greatly!

If you have a question about a leadership or team issue in the workplace, please write to AskJill@womenandbiz.com.

Here’s to manifesting your dreams in 2005!

Happy New Year,
Persephone Zill

Leslie J. Yerman has worked in a wide variety of positions and sectors. She worked as press assistant on Capitol Hill and for the government in Washington D.C., writing press materials, testimonies, and speeches. Then she moved on to work with nonprofit organizations in a variety of communications capacities. She also was vice president of a D.C. special events firm that did museum art show openings for corporate underwriters, as well as other events and benefits. She was a communication consultant in Washington, before returning to New York, where she was a senior executive in her family’s graphic arts business until her father closed it 1991. She also started a nonprofit organization in New Jersey to provide education and training to school dropouts of ages ranging from 18 to 24.

Nine years ago Leslie moved back to New York City and worked for two years for companies on a software project. After being laid off, she felt that the jobs available were not offering her enough remuneration and not valuing her experiences, so she made the decision to work for herself. Leslie initially focused on the health care industry, working with an institute of Weill Cornell Medical Center and clients focusing on consumer health communications. A recent success story has been her work to help a client start-up a medical society. The valuable business plan she wrote helped the society come to life and receive its 501(c)(3) nonprofit status. Her client list also grew to include educational institutions, nonprofits, and small businesses (restaurants, yoga studios, and marketing firms).

Recently, Leslie has decided to pursue her passion, transferring her skills and focusing her work on what she is most interested in – the independent film industry. In order to broaden her horizons and be more involved in the current and future events, Leslie is a member of many film-related organizations, and is the Vice President of Communications for the New York Women in Film and Television (NYWIFT), the preeminent entertainment industry association for women in New York City. You can visit its website, which Leslie creatively helped develop, update, and write at www.nywift.org.

Leslie J. Yerman’s believes “good communication is everything”. Her mission is “to help nonprofits, artists and filmmakers to achieve their goals” drawing on her many skills. Her services include marketing, outreach, communications, fundraising and development, creative copywriting for print and multimedia, copyediting, and production.

At the moment, Leslie does not have employees; she wants to grow her business but she does not want to lose her greatest strength – offering one-on-one personal consultations. She markets her business through networking and business referrals. However, Leslie is selective about her clients. She is often disturbed by some of the ethics she sees in the world, and it is very important for her to work with people whose values are about more than just making money.

Leslie has a home office, and while she enjoys working at home, she acknowledges that sometimes it is hard to balance personal and professional career. When she is working on a project, she ends up neglecting other activities that she likes to do, such as attending her Buddhism class or going to films or museums. Although the downside of working at home is the lack of social interaction in a personal way, she shares that she has effectively helped clients by phone and email without ever meeting them. Her days are very productive, but sometimes it is hard to manage her time between her business, the board meetings she attends monthly, and her personal life.

She finds most satisfying the fact that as an entrepreneur she does not need to “play politics” as when she worked for other companies. By being her own boss, Leslie can do things her way, and dedicate 100% of her time to getting the job done, instead of wasting time or getting sidetracked by a company’s culture and politics.

When asked if any advisors have made a difference in her entrepreneurial career, Leslie J. Yerman mentioned people in her spiritual life, who have helped her set her personal goals, and most importantly, helped her believe in herself and in her professional career, encouraging her to follow her heart. Leslie offers the following advice to entrepreneurs: “Really believe in whatever your vision is, and don’t let negative forces discourage you. Life is about ups and downs. Follow your dream and never give up.”

Since working for herself, Leslie has learned to appreciate and respect her talents and skills and to be receptive and giving to clients and people who need help even if she does not see the results right away. She recommends that even during difficult times, you should always believe things are going to change, and keep going.

For more information about Leslie J. Yerman, her company and her services, please visit her website at www.lesliejyerman.com.

Our 8th Issue of Womenandbiz.com brings even more inspiring ideas to succeed in life and in the business world. For the first issue of 2005 we chose to write about Setting Business Goals, so that we all can start the year in the right foot. Thank you to our guest writers, who talk about their life and business experiences and give excellent advice on how to have a successful year, and thank you specially to our readers, for sending feedback and encouraging us to keep publishing the online magazine.

I love the article by Jude Gorgopa in which she suggests that before writing resolutions, we should think about why we are making those resolutions, as the only way to really commit to them. And Persephone Zill shares the goals she has had and has been able to accomplish and inspires everyone to do the same.

I have started using with success the Ten Steps for Managing Business Relationships More Effectively, by Eileen Winterble. And if you can combine these steps, with Andrea Nierenberg’s article “New Year Networking”, your overall relationship skills can skyrocket.

In the technology session, Lena West writes the 8-Step Plan to create your business technology vision and stick to it, while Michelle Moyal clearly explains how you can leverage from your website by developing simple but very effective internet marketing strategies. Michelle Moyal is offering a 5% discount on designs and development services to our readers, check it out.

We are introducing a new column this year – Ask Jill, by Jill Kanter. She answers your leadership and team building questions. If you have any questions for her, you can write to askjill@womenandbiz.com.

Our links page is growing, and we also included an article from our guest Lisa Panarello, which was first published by ParentGuide News, in which she discusses “4 ½ Steps to Reenter the Workforce”.

We had the opportunity to interview Leslie J. Yerman, a communications consultant and writer, and she shares her journey and successes pursuing her career and personal goals.

Enjoy your reading and remember to think about your personal and business short and long-term goals, write them down, set deadlines, make sure you accomplish them or revise them accordingly, and reward yourself every step of the way.

We love to hear from you, and if you have any comments, concerns and suggestions about Womenandbiz.com, email us at editor@womenandbiz.com.

Have a happy and successful 2005,

Elisa Balabram, editor WomenandBiz.com
editor@womenandbiz.com