Relationships and Networking

Relationships and networking with the right people is crucial to be successful. Jim Collins in his article “View Point” talks about the need for managers to hire the right people. “Too many companies spend too much time trying to motivate the right behaviors in the wrong people, rather than getting the right people in first place.”[1]

It is even more critical to know the right people when pulling together a startup, as Mr. Greg McNulty (CEO, Cranite Systems) mentioned. Mr. McNulty has been able to leverage his strong relationship network and have been very successful in creating several companies from scratch. He stressed on the point of having domain experts and choosing the right people for the right job.

Good to Great talks about the fact that almost any company can become great. “The greatness is not conferred, nor does it come by luck or through inheritance. Greatness comes when leaders commit themselves and all who work with them to becoming the very best at what they collectively do. Deep, personal commitment precedes greatness.”[2]

Mr. Richard Rapoza (VP R&D, Abbott Vascular Solutions) also shared his thoughts around building close relationships with customers. He discussed “golf-marketing” and how sales people develop close relationships with customers to be successful.

I have always believed in relationship building, but never took it so seriously until I met these these people and heard some of their success stories.

We all should work actively towards building and growing our network. Following is the small checklist that can help your networking initiative:

• Build network across organizational boundaries. Keep up the old friends when jobs change, and be curious about others work; interest is a key currency[3]
• Always gauge requests for help so the answer you get is yes. Ask for advice before asking for resources and build collaborative relationships gradually
• Attend networking events
• Plan to meet one new person every week

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[1] View Point by Jim Collins

[2] Good to Great by Jim Collins

[3] Intrapreneurial Warriors versus Traditional Managers by Gifford Pinchot

Moral Compass!

Last quarter, I met Robert Finocchio, former CEO of Informix, and Dennis Barsema from Benchmark Capital. I was very much intrigued by Robert's story of Informix and how he weeded out the deep-rooted ethical problems by sticking to his moral character. Not only Robert, but also Dennis stressed on the importance of having a strong moral compass in life and in business.

Sue Newell in her article on “Business Ethics” talks about how unethical behaviors result from complex interactions between individuals, groups, and organizations[1]. It is the same reason why Robert stressed so much on the “Sin of a week character”.

In business, we interact with different people and processes all the time. It is relatively easy to point out a person doing something ethically wrong, but the problem intensifies and becomes complex, when a process (established over time) is responsible for unethical actions. Many times, these processes may not even involve monetary transactions, but still are morally and ethically wrong as they eat up on other two parameters, i.e. time and quality. It really requires a strong character to challenge these processes and stand up against them when everyone else in the company blindly follows them.

I firmly believe in what Bob mentioned that if a person looses his moral compass, he is a dead man. A strong set of moral principles is required when interacting with suppliers, customers, and partners. Globalization is making it even more crucial for companies to have organization-wide ethical standards as different cultures have different values and interpretations.

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[1] Business Ethics by Sue Newell