Are You Building Authentic Relationships?

Authentic Leadership

Great business teams are not necessarily top management teams.

They can be found in the boardroom, or on the shop floor. But, when a top executive team is great, it has the authority and positional charisma to build authentic relationships. These relationships then set in motion a chain reaction that can transform the performance of teams throughout the organization and prepare every team to excel.

According to Howard M. Guttman,building authentic relationships begins with each team leader posing tough questions in five key areas:

1. What is the business strategy, and how committed are we to achieving it?

2. What key operational goals flow from the strategy and how do we make sure these goals drive day to day decision making?

3. Are we clear on roles and responsibilities?

4. What protocols or ground rules will we play be as a team?

5. Will our business relationships and interdependencies be built on candor and transparency?

For any organization to raise its level of performance every team, on every level, must be a great team. That is to say; it must be aligned, or in sync, in five key areas listed above. Fear of change and widespread initiative fatigue make the status quo very seductive. But status quo will not work for your team or your organization.

“Some men see things as they are and say why? Others dream things that never were and say why not?” ~ George Bernard Shaw

Thinking about the team(s) you play on… What are your areas of strength and what areas could you focus your time and energy on in order to build authentic and successful relationships?

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——————–
Kristi Royse

Kristi Royse is CEO of KLR Consulting
She inspires success in leaders and teams with coaching and staff development

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2 responses to “Are You Building Authentic Relationships?

  1. I agree with the 5 key areas and the need for provocative questions when tensions among team members exist.
    I view teams (and most situations) through 2 lenses: through a generational lens; and a personal behavioral style lens. We should focus on understanding those attributes and differences and potential common ground through facilitated dialogues. Usually we can identify sufficient similarities as a foundation on which to build authentic multi-generational relationships if the will and/or incentives exist. Candor and transparency are vital and can be achieved through facilitated dialogue.

    My mission is to transform workplaces encumbered by generational disconnects and debilitating business models into inspiring, engaging, flexible and perpetually effective work environments.
    I believe that it is through authentically cultivated relationships that we discover our unique style, magnify the meaning of our work, reach our personal pinnacle, and attain success on our own terms.

    Like

  2. Thanks Phyllis,

    I certainly agree with you; the generation gap is widening at work, and for organizations and individuals to be successful they need to recruit, retain, manage and motivate people. We need to relate to all generations and bridge gaps.

    While the scenarios in each organizatoin might be different, the objective is the same; people want to know how to work together shoulder to shoulder with four distinct and demanding generations and have a rewarding and enjoyable time while doing it.

    Like

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