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s of
Successful Relationship Management
Successful Relationship Management
Organizational Strategy for Sourcing
Management and Governance Plan
Relationship Management Plan
Foundation
Goal
©Copyright, GPS Group, Inc., All Rights Reserved.
1
Face to Face
Face to Face
Co
Co
–
–
located
located
Same time
Same time
–
–
zone
zone
Same
Same
organization
organization
Culturally
Culturally
Similar
Similar
Demographically similar
Demographically similar
Face to Face
Face to Face
Co
Co
–
–
located
located
Same time
Same time
zone
zone
Same
Same
organization
organization
Culturally
Culturally
Similar
Similar
Demographically similar
Demographically similar
Distributed
Multi-cultural / dissimilar
Virtual Work / Meetings
Demographically distant
Traditional Industrial-Age Workplace
Digital-Age Workplace
becoming
Multiple time zones
Networked organizations
©Copyright, GPS Group, Inc., All Rights Reserved.
2
The Changing Nature of Work
3
Discrete
Relational
Lo
Lo
Hi
Hi
Provider interest in exchange
Client interest in exchange
Discrete exchange = a transaction
Relational exchange = collaboration
Usually one-time
Continuous or multiple times
©Copyright, GPS Group, Inc., All Rights Reserved.
Discrete Exchange Versus Relational Exchange
Communication Channel Use Frequency
Face-to-Face Meetings/Site visits Team launch/Phase kick-off Start of any major project or phase
Enhanced Video Conferences
(using digital tools like NetMeeting) Major coordination prior to milestone, e.g., product roll out As required by project schedule
Video Conferences Periodic team reviews to help team gel
Meetings to revise project plans
Monthly evaluation of progress Depends on how team progresses, but monthly to start with a firm date/time, e.g. first Monday of each month with times varied to accommodate different locations
Conference Calls Frequent Team reviews and checkpoints
Problem resolution Weekly with firm date/time, e.g., every Thursday, with times varied to accommodate different locations
Email updates/Instant messaging/phone calls Majority of team communications Multiple times/day
The purpose of this chart is to illustrate the types of communication channels and circumstances for their use. The key here is to make use of all resources for communication that are available and match the best medium to the message. A specific plan with dates and times for using each channel should be created and posted for visibility.
©Copyright, GPS Group, Inc., All Rights Reserved.
4
Communication Plan Charts
Who is involved CEO/top mgt VP PMO PMs
Frequency Quarterly reviews Monthly reviews Bi-monthly reviews Weekly reviews
Date/Time Last Thursday of each quarter First Wednesday of each month First and third Tuesdays Mondays
Communication Channel Video Conference Video conference at key milestones, conference calls for others Conference calls Conference calls
A plan for regular reviews at different levels of the hierarchy should created and posted with specific dates/time and communication channel. Varying times of meetings to accommodate locations is important
©Copyright, GPS Group, Inc., All Rights Reserved.
5
Communication Plan Charts (Cont’d)
Coercive Authoritative Affiliative Democratic Pacesetting Coaching
The leader’s modus operandi Demands immediate compliance Mobilizes people toward a vision Creates harmony & builds emotional bonds Forges consensus through participation Sets high standards for performance Develops people for the future
The style in a phrase “Do what I tell you” “Come with me” “People come first” “What do you think?” “Do as I do now” “Try this”
Underlying emotional intelligence competencies Drive to achieve initiative, self-control Self confidence, empathy, change catalyst Empathy, building relationships, communication Collaboration, team leadership, communication Conscientiousness and drive to achieve initiative Developing others, empathy, self-awareness
When the style works best In a crisis, to kick start a turnaround or with problem employees When changes require a new vision or when a clear direction is needed To heal rifts in a team or to motivate people during stressful circumstances To build buy-in or consensus, or to get input from valuable employees To get quick results from a highly motivated and competent team To help an employee improve performance or develop long term strengths
Overall impact on climate Negative Most strongly positive Positive Positive Negative Positive
Goleman, “Leadership That Gets Results,” Harvard Business Review, April 2000
©Copyright, GPS Group, Inc., All Rights Reserved.
6
The Six Leadership Styles At a Glance
Affinity Distance
Cultural
Social
Relationship
Interdependence
Physical Distance
Geographic
Temporal
Organizational
Operational Distance
Communications
Multitasking
Readiness
Distribution Asymmetry
Virtual
Distance
Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008
©Copyright, GPS Group, Inc., All Rights Reserved.
7
The Virtual Distance Model
Affinity Distance
Cultural
Social
Relationship
Interdependence
Physical Distance
Geographic
Temporal
Organizational
Operational Distance
Communications
Multitasking
Readiness
Distribution Asymmetry
Virtual
Distance
Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008
©Copyright, GPS Group, Inc., All Rights Reserved.
8
The Virtual Distance Model (Cont’d)
Affinity Distance
Cultural
Social
Relationship
Interdependence
Physical Distance
Geographic
Temporal
Organizational
Operational Distance
Communications
Multitasking
Readiness
Distribution Asymmetry
Virtual
Distance
Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008
©Copyright, GPS Group, Inc., All Rights Reserved.
9
The Virtual Distance Model (Cont’d)
Affinity Distance
Cultural
Social
Relationship
Interdependence
Physical Distance
Geographic
Temporal
Organizational
Operational Distance
Communications
Multitasking
Readiness
Distribution Asymmetry
Virtual
Distance
Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008
©Copyright, GPS Group, Inc., All Rights Reserved.
10
The Virtual Distance Model (Cont’d)
Cultural Distance:
Moral values – right vs. wrong, unbringing, experiences
Work values – experience in workplace
Personal values – combine individual and world views
Cultural values – developed from community experience
Demographics
Cultural
Values
Cultural
Communications
©Copyright, GPS Group, Inc., All Rights Reserved.
11
Cultural Distance
Status differences based on hierarchy or political power
Formal
Status
Informal
Status /
Contribution
Status
©Copyright, GPS Group, Inc., All Rights Reserved.
12
Social Distance
Development of connections based on previous work experience
Strong Ties
Weak Ties
©Copyright, GPS Group, Inc., All Rights Reserved.
13
Relationship Distance
Degree to which team members feel mutually dependent on
each other for success
©Copyright, GPS Group, Inc., All Rights Reserved.
14
Interdependence Distance
Failure of technology or technological support that interferes with work
Technical Skill
Technical Support
©Copyright, GPS Group, Inc., All Rights Reserved.
15
Readiness
Highly Dispersed Teams
Unevenly Dispersed Teams
Concentration of Hierarchical Power in Specific Teams
Total Group
Core Team/ Sub Group
©Copyright, GPS Group, Inc., All Rights Reserved.
16
Distribution Asymmetry
©Copyright, GPS Group, Inc., All Rights Reserved.
17
Summary
Recognize the changing nature of work in the digital age
Global sourcing engagements are collaborations
Planned change is a factor in organizational transformation
Create a plan for Relationship Management as part of an overall governance plan
Bullen, Christine, Lefave, Richard and Selig, Gad J., Implementing Strategic
Sourcing: A Manager’s Guide to World Class Best Practices, Van Haren
Publishing, 2010, ISBN # 978 90 8753 5797
Slides Developed By: Dr. Gad J. Selig, PMP, COP; Managing Partner and
Founder, GPS Group
18
Reference List
©Copyright, GPS Group, Inc., All Rights Reserved.
Master Class – Opening Session
July 10-13, 2006
Copyright © 2006 IAOP. All Rights Reserved.
18
Learning Objectives & Speaking Notes:
References:
Questions:
Foundation
s of
Successful Relationship Management
Successful Relationship Management
Organizational Strategy for Sourcing
Management and Governance Plan
Relationship Management Plan
Foundation
Goal
©Copyright, GPS Group, Inc., All Rights Reserved.
1
Face to Face
Face to Face
Co
Co
–
–
located
located
Same time
Same time
–
–
zone
zone
Same
Same
organization
organization
Culturally
Culturally
Similar
Similar
Demographically similar
Demographically similar
Face to Face
Face to Face
Co
Co
–
–
located
located
Same time
Same time
zone
zone
Same
Same
organization
organization
Culturally
Culturally
Similar
Similar
Demographically similar
Demographically similar
Distributed
Multi-cultural / dissimilar
Virtual Work / Meetings
Demographically distant
Traditional Industrial-Age Workplace
Digital-Age Workplace
becoming
Multiple time zones
Networked organizations
©Copyright, GPS Group, Inc., All Rights Reserved.
2
The Changing Nature of Work
3
Discrete
Relational
Lo
Lo
Hi
Hi
Provider interest in exchange
Client interest in exchange
Discrete exchange = a transaction
Relational exchange = collaboration
Usually one-time
Continuous or multiple times
©Copyright, GPS Group, Inc., All Rights Reserved.
Discrete Exchange Versus Relational Exchange
Communication Channel Use Frequency
Face-to-Face Meetings/Site visits Team launch/Phase kick-off Start of any major project or phase
Enhanced Video Conferences
(using digital tools like NetMeeting) Major coordination prior to milestone, e.g., product roll out As required by project schedule
Video Conferences Periodic team reviews to help team gel
Meetings to revise project plans
Monthly evaluation of progress Depends on how team progresses, but monthly to start with a firm date/time, e.g. first Monday of each month with times varied to accommodate different locations
Conference Calls Frequent Team reviews and checkpoints
Problem resolution Weekly with firm date/time, e.g., every Thursday, with times varied to accommodate different locations
Email updates/Instant messaging/phone calls Majority of team communications Multiple times/day
The purpose of this chart is to illustrate the types of communication channels and circumstances for their use. The key here is to make use of all resources for communication that are available and match the best medium to the message. A specific plan with dates and times for using each channel should be created and posted for visibility.
©Copyright, GPS Group, Inc., All Rights Reserved.
4
Communication Plan Charts
Who is involved CEO/top mgt VP PMO PMs
Frequency Quarterly reviews Monthly reviews Bi-monthly reviews Weekly reviews
Date/Time Last Thursday of each quarter First Wednesday of each month First and third Tuesdays Mondays
Communication Channel Video Conference Video conference at key milestones, conference calls for others Conference calls Conference calls
A plan for regular reviews at different levels of the hierarchy should created and posted with specific dates/time and communication channel. Varying times of meetings to accommodate locations is important
©Copyright, GPS Group, Inc., All Rights Reserved.
5
Communication Plan Charts (Cont’d)
Coercive Authoritative Affiliative Democratic Pacesetting Coaching
The leader’s modus operandi Demands immediate compliance Mobilizes people toward a vision Creates harmony & builds emotional bonds Forges consensus through participation Sets high standards for performance Develops people for the future
The style in a phrase “Do what I tell you” “Come with me” “People come first” “What do you think?” “Do as I do now” “Try this”
Underlying emotional intelligence competencies Drive to achieve initiative, self-control Self confidence, empathy, change catalyst Empathy, building relationships, communication Collaboration, team leadership, communication Conscientiousness and drive to achieve initiative Developing others, empathy, self-awareness
When the style works best In a crisis, to kick start a turnaround or with problem employees When changes require a new vision or when a clear direction is needed To heal rifts in a team or to motivate people during stressful circumstances To build buy-in or consensus, or to get input from valuable employees To get quick results from a highly motivated and competent team To help an employee improve performance or develop long term strengths
Overall impact on climate Negative Most strongly positive Positive Positive Negative Positive
Goleman, “Leadership That Gets Results,” Harvard Business Review, April 2000
©Copyright, GPS Group, Inc., All Rights Reserved.
6
The Six Leadership Styles At a Glance
Affinity Distance
Cultural
Social
Relationship
Interdependence
Physical Distance
Geographic
Temporal
Organizational
Operational Distance
Communications
Multitasking
Readiness
Distribution Asymmetry
Virtual
Distance
Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008
©Copyright, GPS Group, Inc., All Rights Reserved.
7
The Virtual Distance Model
Affinity Distance
Cultural
Social
Relationship
Interdependence
Physical Distance
Geographic
Temporal
Organizational
Operational Distance
Communications
Multitasking
Readiness
Distribution Asymmetry
Virtual
Distance
Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008
©Copyright, GPS Group, Inc., All Rights Reserved.
8
The Virtual Distance Model (Cont’d)
Affinity Distance
Cultural
Social
Relationship
Interdependence
Physical Distance
Geographic
Temporal
Organizational
Operational Distance
Communications
Multitasking
Readiness
Distribution Asymmetry
Virtual
Distance
Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008
©Copyright, GPS Group, Inc., All Rights Reserved.
9
The Virtual Distance Model (Cont’d)
Affinity Distance
Cultural
Social
Relationship
Interdependence
Physical Distance
Geographic
Temporal
Organizational
Operational Distance
Communications
Multitasking
Readiness
Distribution Asymmetry
Virtual
Distance
Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008
©Copyright, GPS Group, Inc., All Rights Reserved.
10
The Virtual Distance Model (Cont’d)
Cultural Distance:
Moral values – right vs. wrong, unbringing, experiences
Work values – experience in workplace
Personal values – combine individual and world views
Cultural values – developed from community experience
Demographics
Cultural
Values
Cultural
Communications
©Copyright, GPS Group, Inc., All Rights Reserved.
11
Cultural Distance
Status differences based on hierarchy or political power
Formal
Status
Informal
Status /
Contribution
Status
©Copyright, GPS Group, Inc., All Rights Reserved.
12
Social Distance
Development of connections based on previous work experience
Strong Ties
Weak Ties
©Copyright, GPS Group, Inc., All Rights Reserved.
13
Relationship Distance
Degree to which team members feel mutually dependent on
each other for success
©Copyright, GPS Group, Inc., All Rights Reserved.
14
Interdependence Distance
Failure of technology or technological support that interferes with work
Technical Skill
Technical Support
©Copyright, GPS Group, Inc., All Rights Reserved.
15
Readiness
Highly Dispersed Teams
Unevenly Dispersed Teams
Concentration of Hierarchical Power in Specific Teams
Total Group
Core Team/ Sub Group
©Copyright, GPS Group, Inc., All Rights Reserved.
16
Distribution Asymmetry
©Copyright, GPS Group, Inc., All Rights Reserved.
17
Summary
Recognize the changing nature of work in the digital age
Global sourcing engagements are collaborations
Planned change is a factor in organizational transformation
Create a plan for Relationship Management as part of an overall governance plan
Bullen, Christine, Lefave, Richard and Selig, Gad J., Implementing Strategic
Sourcing: A Manager’s Guide to World Class Best Practices, Van Haren
Publishing, 2010, ISBN # 978 90 8753 5797
Slides Developed By: Dr. Gad J. Selig, PMP, COP; Managing Partner and
Founder, GPS Group
18
Reference List
©Copyright, GPS Group, Inc., All Rights Reserved.
Master Class – Opening Session
July 10-13, 2006
Copyright © 2006 IAOP. All Rights Reserved.
18
Learning Objectives & Speaking Notes:
References:
Questions:
