and Relationship Management:
has long been known that an individual's behavior is often played out
in and exacerbated by problems in his or her personal relationships.
skills deficiencies can make any relationship difficult. Today
Managers/Leaders are expected to possess relationship
and manage a whole range of individual and group problematic behavior
issues such as; office conflicts, difficult employees,
different opinions, improving low morale, lack of creativity etc. However,
most Managers/Leaders simply don't have the time,
skills and motivation to manage relationship issues during stress,
challenge and change.
Few people know what they
want. More people know what they don't want, or what they should
want, or have an abstract goal direction.
Many people even object to
their own goals. Most people have conflicts.
Success and Relationships are interconnected:
coaching typically focuses on improving a person's interpersonal
relationship coaching, preventive maintenance
developed Relationship Coaching Program, managers/leaders/team
leaders/supervisors can improve their
and people skills to maintain, improve or salvage relationships.
In addition, a coach may assist an individual to create
balance in their life which actually leads to more creative energy for
Managers/Leaders need to systematically develop a sound relational
model of supervision and address important aspects of the relationship,
such as: transferences and counter-transferences in the supervisory
relationship; the problems and uses of regression; the distribution of
power and authority; the teach-treat dilemma; conflicts between
collegiality and inequality or dependence; and the supervisor's multiple
loyalties to the organization, their manager, the supervisee, and clients.
Working with their coach, Managers/Leaders also need to develop and
be able to articulate their own theory of helping.
Relationships within organizations are Complex Systems:
communicate and respond to communication in a hierarchy of
relationship complexity. This hierarchy includes
friendship, teamwork, partnership, leadership and
meetings of strangers. In each relationship type there is
a spectrum of culturally appropriate skills and a spectrum
of intimacy (or closeness) between the members.
and executives need relationship skills
- and where there are relationships there are emotions, feelings and 'ups'
and 'downs'. Although
human relationship problems may be easy to recognize, it is
harder to discover the underlying (systemic) causes of those problems.
relationship problem analysis and the implementation of wrong solutions
can have disastrous consequences.
and Maintaining Rapport:
In the quest of increasing their relationship intelligence,
Managers/Leaders need to first establish a relationship with their
Self. This then
them to create a two-way
bridge with others in order to build better relationships
that are mutually beneficial, ensuring engaged
team members. Managers/Leaders
need to learn how to appreciate others for the different
strengths that they
interaction, and what is needed to help them develop. Good
relationship management is having the skills to be able to relate and
others successfully towards a mutually beneficial outcome.
we are aware, most people are not open about the dynamics
at play within a group of people or an organization. For example, often
a coaching initiative is
begun: 1) it is not clear who is significant until there is an
exploration of the 'house rules' and, 2) many
it helpful to establish the relationship
between genders and generations.
We all distort external experience with our internal process
which can in turn feel more real than external reality. People use
as reference points
by which they can assess other relationships. As we can change
the quality of our reference
experiences, we are
also capable of changing relationship
about assessing human systems -by:
- Identifying Solutions
and Testing their effectiveness
team-member, manager / subordinate, partnership -no
relationship runs smoothly all the time.
Different personal histories, expectations, or communication skills will
surface. Sometimes distractions and misunderstandings will arise.
People sometimes confuse signals from management,
colleagues or employees. Other times people can be become
distressed or feel
betrayed if their well-meaning expressions to
persons who they regard as "friends" are ignored or
Variables -such as Transference:
Transference is a phenomenon in psychology characterized by unconscious
redirection for feelings of one person to another. For
one could mistrust somebody who resembles an ex-manager in
manners, voice or external appearance; or be overly compliant to
someone who resembles a childhood friend.