Powerful Partnerships

As the nation moves away from the election and looks toward the future, we thought that it may be a good time to talk about the power of partnerships. Assuredly many are relieved that elections are in the past. After the barrage of political mailers, signs, phone calls, commercials, and frustrating statements on social media sites, we are all ready to move on to a friendlier status quo. The relentless bickering of election season almost makes holiday shopping sound desirable (perhaps I'm just telling myself that to get motivated).

Now that the elections are over, our political leaders can return their focus to the issues that are important to our culture and community. The ability to pass measures and make change hinges on whether or not our community leaders can work together and agree on certain terms. The ultimate goal of any representative with an agenda is to strive for bipartisan support. Bipartisanship is a desirable (yet hard to come by) situation in which differing political parties come to an agreement on several aspects of an issue. Even politicians know the power of partnerships. 

In the corporate world, partnerships are the pulse of innovation and growth. Start-ups as well as established companies that have stood the test of time put time and resources into cultivating strong relationships with all of their stakeholders (i.e. Investors, strategic partners, employees, and customers). 

Here are 3 reasons why we operate with a partnership based business model:

1. "If you build it, they will come." When Ray Kinsella (Kevin Costner) began hearing voices in the 1989 movie Field of Dreams even his loved ones began to question his sanity. It seemed illogical and irresponsible for a farmer to sacrifice potentially profitable fields for an unreliable dream. But don't all innovative ideas involve some sort of risk? History has shown that in order to achieve greatness, people must be willing to dream and make bold choices. A partnership that is built on a shared vision and mutual goals has the power to make dreams become a reality. Apple founders Steve Wozniak and the late Steve Jobs would probably attest that common strength, motivation, values, and objectives can quickly turn a garage office into a multi-billion dollar business. 
2. "Two heads are better than one." Any project will have its challenges, so why not approach those challenges with a diverse pool of knowledge and expertise. A partner's strengths and unique background can complement ours, fill in for our own weaknesses, and result in a stronger product or service. The key to balancing the contributions of two or more people is making sure you are maintaining open communication. Problems can erupt when passionate opinions conflict, but a successful partnership will understand the value of different perspectives and strive to reach a healthy agreement.
3. "It takes a village..." The premise of this statement is that a child is raised both in the home as well as in the community. Couldn't the same be said for the growth of a business. Success is not solely determined by internal actions. In fact, in the competitive market, success is ultimately determined by external support, reactions, and popularity of a product or service. Once an organization has lined up effective internal practices, it then becomes important to have a strong external network. An external network can help build brand awareness and can serve as a targeted audience for product demonstrations. The more you partner the wider your network will be, which means you're setting yourself up for an enthusiastic reception and access to resources that may provide some additional constructive feedback. 

At Escoe Bliss, building partnerships is a critical element of our business. We strive for meaningful connections with all of our consultants and strategic partners. Our team of experts is not merely a database of resumes; they are individuals with whom we share project experiences, association connections, and a common network. We qualify each individual in our network as a business partner. Do we have similar strategic goals? Do our communication styles align? Is this someone who operates by the same basic values and ethics that we do? What do clients and colleagues have to say about them?

Similarly, we approach client relationships with the same mindset. In order to provide successful training and communications solutions to meet client deliverables, our team prides itself on understanding client needs, objectives, desired results and team dynamics. Escoe Bliss talent and resources combined with those of our clients serve as the foundation for successful projects and positive outcomes.

The well known historical icon and successful businessman, Henry Ford, once said, "Coming together is a beginning; keeping together is progress; working together is success." Throughout history, partnerships have been the fuel that continues to propel our industries, societies, and bureaucracies forward. We learn, grow, and profit both personally and professionally from cultivated partnerships. Partnerships truly are one of the most powerful forces in the quest for progress. Making room in your professional and personal objectives to care for these relationships will be time and resources well spent. 

We want to hear from you! Share your internal and external experiences and thoughts on the value of powerful partnerships.

Thank you in advance for your participation in this discussion.  All comments will be entered into a drawing for Starbucks gift cards ($20 value). The winner will be announced on the blog as well as our Facebook page at 12 noon (PST) on Wednesday, 11/21/2012.

What better way to say thank you to a partner than sharing a collaborative conversation over a steaming hot latte, tea, or cup of joe?

The Replacement Ref Asks "Dear EB"

Dear EB:

I have a co-worker who has a bad habit of interrupting people. At first, she was just interrupting conversations or instructions. It was frustrating, but it wasn't anything that we couldn't simply acknowledge and then go back to the conversation at hand. Also, no one has really been too upset with her as it's quite obvious that she does not realize that she's doing it. However, a few days ago, a few of us noticed that she has started to interrupt people when they are talking to clients. 

Recently, I was meeting with a client to discuss some of the new services I could offer her. I had just finished explaining one of our new services - and when I say just finished, I mean the final word in the sentence had just left my mouth - when she jumped in to remind me about another service we provide. She was not a part of the conversation, but she inserted herself into it nonetheless. I felt fortunate that the client I was working with knew me well and has a lot of respect for me. Had I been meeting with a new client, it's possible that she could have thought that I was not familiar with all of our services and it could have made her less likely to have confidence in me and what I can do for her. A few hours later, I saw her interrupt another co-worker who was meeting with another new client. This co-worker was telling the client about a service package we provide and she interrupted our co-worker mid-sentence to tell this new client about some service options. Again, she was not part of the conversation. The new client actually gave her a harsh look that she seemed to be oblivious to.

This is my problem. I think that this woman genuinely thinks she's helping us out and has absolutely no idea how her behavior is effecting our communication with our clients. Despite her good intentions, we need to figure out some way to address and put an end to the behavior. My boss and I have discussed it and he would like me to talk to her about it. I am not her superior per se, but I am senior to her and in the event of my boss' absence, I am in charge. My boss has told me in the past that he would like to see me get into management, so I think he wants me to take this on in order to give me some conflict resolution experience. Do you have any suggestions on how best to approach this subject with her? 

Sincerely,
The Replacement Ref


Dear Replacement Ref:
You have a few challenges in this situation! First, since you don’t know what your co-worker’s intention is when she is speaking up in these situations, you may be making some assumptions that may or may not be true. Those assumptions could impact the way you interact with her. Second, the fact that nobody has told your co-worker that her behavior is inappropriate, has actually reinforced the bad behavior – that may be why you have seen it expand to more situations. Third, since you are not your co-worker’s superior, feedback may be more difficult for you to give and for her to receive than if you were her boss.

Don’t despair. Even with these challenges, here are some strategies and techniques for you to consider.

Let’s start with the first challenge – intent. When faced with a person behaving in a way we deem “wrong,” it’s helpful to spend some time considering the person’s intent. In this case, let’s imagine what her intent might be when your co-worker interrupts. If we focus on negative reasons, we might include; she wants attention, she thinks she knows more than anyone else, or she wants the client to like her better than her colleagues. If we focus on positive intent, we might include; as you said, she thinks she’s helping, she wants to be part of the team, she wants to be sure the client knows all of the options, or she’s just excited and can’t contain herself. You may have other thoughts about what her intent might be.

When we ascribe negative intent to someone’s behavior, we tend to respond to them in a negative way. On the other hand, when we assume a positive intent, we are more likely to approach our conversation with them in a positive way. So, I recommend you start by imagining a positive intent for your co-worker’s behavior to focus on as you prepare to meet with her.

Now, let’s look at the second challenge. As you indicated, your co-worker probably isn’t aware of her behavior. And, if she is, she certainly is unaware of the impact her interrupting is having on her colleagues and the clients. This is a situation that could call for a couple of strategies. First, you may need to clarify roles, and second, you may need to have a feedback conversation.

While the interrupting is a behavior that is showing up in a variety of settings, let’s look specifically at the client situations. I wonder if your co-worker and you both agree on her role in client meetings? If she doesn’t have a specific role or place on the agenda of the meeting, she won’t know when or how to participate. So, a first conversation might be to clarify roles in an upcoming meeting. That might sound like “In our meeting today, I’ll take the lead role with the client. Your role is to observe and make notes. Also, I would like you to respond with your ideas or thoughts when I ask you if you have additional comments to add to what has been said.” You may find role clarity is all that’s needed to shift her behavior with clients.

The reality, however, is that you are likely to also need a feedback conversation. I say this since the behavior seems to show up frequently and in a variety of situations. The most successful feedback conversations are dialogues rather than one person telling the other what they’ve done wrong. When you can get the person engaged in looking at the situation with you, you increase the odds that she will listen and help identify a solution.

A model I like to use is Observation, Impact, Options, Agreement. Let’s look at how you can use this model for a conversation with your co-worker.

You might start with; “I noticed in our client meeting this morning that you spoke up before I finished what I was saying. Did you notice that too?” (Observation) Wait for her to respond.

Then to continue to engage her, you might ask, “If you were the client, how might you have interpreted the way that interaction went?” (Impact) Your goal is to get her to start thinking about how she is perceived when she interrupts.

You might also say, “I’m sure you don’t intend to cut people off. I wonder if we can identify a positive way for you to contribute to meetings without interrupting.” (Options) Let her share her ideas if she has them. Then you can offer your own. You might say, “May I share an idea with you?” Then, “It would work well for me, if you would wait until I ask you for your input.” Or, “If you have something to share before I ask you, would you wait for me to complete what I am saying before you speak?”

“What will you try in our next meeting?” (Agreement)

As you have acknowledged, the fact that you aren’t your co-worker’s superior is an important factor to consider. Choosing a neutral location for the conversation rather than your office is important to keep her from feeling that you are “bossing” her. Also let her choose the time. You can say, “I’d like to debrief our client meeting with you. When’s a good time for you?” You can also start the meeting with, “What did you think went well about our client meeting this morning.” Then ask “What do you think we should do differently next time?” After she responds to each question, you can add on your thoughts, and that will transition you into the above conversation. Notice how location, timing, and letting her share first all create a more equal playing ground for the conversation.

My final thought is this. Be clear on your intent for this conversation. If you are clear that you want to help your co-worker learn and grow and be successful, you have a much better chance of seeing her change her behavior than if your intent is to put her down, put her in her place, or something else negative!

About Our Dear EB Author: Susan Gerke is an accomplished consultant specializing in facilitation, coaching, and curriculum development. Susan is the co-developer of Go Team Resources, a complete team-training and team building resource.

If your organization is experiencing or anticipating changes in leadership, organizational structure, or any major shift in operations, contact Escoe Bliss (949.336.6444) to find out how our team of experts, like Susan, can help you achieve project success.

Ask Dear EB: Are you experiencing a challenging situation at your workplace and you'd like advice from Dear EB? Just send us an email and an expert Escoe Bliss consultant will respond with helpful and applicable advice via Blogging With Bliss and our next issue of The Insider. We pledge to keep all information anonymous and confidential.

Connecting the Dots Between "Talented People...Exceptional Service"

If you've seen the home page of our website, our email signature or brand documents, two of the first things you will notice are our company name and motto. Our motto, "Talented People...Exceptional Service," does a great job of summing up who we are and what we do. What about the three dots in between? Those three dots are a quiet yet integral part of the Escoe Bliss brand and motto. They represent the communication and development that take a group of talented people and pull them together into a team that believes in and applies exceptional service every day to everyone the members interact with. Escoe Bliss doesn't have a patent on talented people. Talent is all around us. Talented people are reading this blog, sitting in your offices and conference rooms, and buying your products or services. 

The Escoe Bliss consulting team effectively connects the dots between your people and your service, whether internal or external. Our experts know the importance of each of those three dots, what they mean for your company, and how to transform a pool of talented people into an exceptional and engaged team.

This year the core team at Escoe Bliss headquarters is connecting our dots by utilizing an external, trusted strategic partner to facilitate continued team development and growth. Go Team consists of distinct training modules that can be employed precisely when they're needed -- a just-in-time program. The team can choose which modules will be most beneficial at any given time. We might start with a Setup for Success module (operational guidelines, purpose, goals, or roles), or push the team in areas of opportunity using a See You at the Top module (building trust, sharing leadership, managing change). There are modules that deal with ongoing challenges (communication, decision making, conflict resolution, and more). The program consists of eighteen modules in all, and you can repeat whenever and wherever needed.

To date, we have completed Getting Grounded in Team Basics, Establishing Team Purpose and Goals, and Building Team Trust modules. Each one has done an extraordinary job at leading our team toward thoughtful discussion and has helped create some very relevant outcomes for our current and future business needs and goals. Dedicating just a small amount of our time to the modules has yielded an enormous benefit. For detailed descriptions of the modules and helpful ideas for where your team can start, visit the Go Team website. If you'd like to hear more about our Go Team successes, why we can't wait for our next session, or to learn how to incorporate this custom training solution into your team building call or email us.

Blogging with Bliss contributor Regina Gormanly is Brand Ambassador & Project Coordinator at Escoe Bliss. She finds her bliss by writing and managing content for Escoe Bliss' social media. Regina's love of learning and communication are the driving forces behind her blogs.