How Do You Optimize IT Capabilities for Business Value?


Value Disciplines

In their groundbreaking book, The Discipline of Market Leaders, published in 1997, co-authors Michael Treacy and Fred Wiersema argued that companies that have taken leadership positions in their industries have typically done so by focusing their strategy on one of three value disciplines, and optimizing their business operating models accordingly. They don’t ignore the other two value disciplines — they must meet industry standards in all three disciplines. But they lead in, and optimize for one value discipline, be it operational excellence, customer intimacy, or product leadership.

If we think of an internal IT organization in business terms, it becomes clear that IT infrastructure and operations are optimized for Operational Excellence, and that enterprise architecture and solutions delivery should be optimized for Product Leadership. This begs the question, what of Customer Intimacy?

How Can an IT Organization Achieve Customer Intimacy?

Many years ago (and even today in some companies) business leaders achieved Customer Intimacy with their IT capabilities by establishing their own, dedicated IT organizations. Over the years, as IT became an increasingly large chunk of business budgets, IT organizations transformed to gain advantages of scale by consolidating their IT capabilities into centralized shared service organizations. These tended to be optimized for Operational Excellence, consistent with the “lowest price and hassle-free service” promise associated with the business case for centralization.

For many such centralized, shared service IT capabilities, however, the Customer Intimacy value discipline was subsumed under the pressure to take out cost and be operationally excellent. The business customer of the IT organization could have anything they wanted, as long as it was consistent with the enterprise IT infrastructure and drew from the portfolio of standard enterprise solutions. In other words, as long as one size fits all! As business leaders stepped up to the competitive plate, trying to get ever closer to their customers, their IT organizations, in the name of defensible cost structures, were moving further away from their customers!

Enter the Business Relationship Manager!

In today’s leading IT organizations, the Customer Intimacy value discipline is being restored through the emerging role of Business Relationship Manager (BRM) — charged with driving business value from information and IT by getting close to their internal (and external) customers and, to paraphrase Treacy and Wiersema, by “delivering what specific customers want” and by “anticipating needs.”

All well and good — as long as IT infrastructure and operations live up to the Operational Excellence value discipline. When Operational Excellence is lacking, internal customers are typically reluctant to engage their BRMs in strategic exploration while basic operational issues (metaphorically, “lights on and training running on time”) are disrupting business operations. So, what is the BRM to do?

Plug the Holes, or Call for Improvement?

With many BRMs transitioning into their role from other IT disciplines, including Service Management and Project Management, there is often a strong temptation to step up to the plate and compensate for the deficiencies in Operational Excellence. There are several traps inherent in this strategy:

  1. When the BRM steps into an Operational Excellence role, they are taking time and energy away from their Customer Intimacy role — they tend to become part of the problem their role was established to address.
  2. When the business partner sees their BRM in an Operational Excellence role, the BRM may have a hard time either establishing or sustaining a relationship based upon strategic insight.
  3. By ‘masking’ the operational issues, the BRM is essentially ‘colluding with dysfunctional behavior’, potentially weakening the forces for operational improvement.

A Better BRM Approach for Addressing Operational Issues

Rather than falling into the ‘collusion’ trap, an effective BRM leverages their influence and persuasion skills and their competencies in organizational change management by stepping to the role of Change Agent for improved IT operations and infrastructure. They fearlessly call out process issues by:

  1. Gathering and presenting data that highlights process issues and their implications — always focused on the process, rather than the people.
  2. Offering to help fix the process issues — volunteering their business customer perspective, facilitation, process management, organizational change management, or whatever competencies they can bring to the table.
  3. Creating synergistic “foxholes” with their IT colleagues by establishing (or reinforcing) shared goals, common enemies (such as poor process, rework, dissatisfied business customers) and mutual dependencies.

Know and Lead With Your Customer Intimacy Value Discipline

When you get sucked into operational issues, you may find yourself in a role that is inconsistent with your main mission — it might feel good, heroic even — but it’s not what the BRM role is really about. Operational issues should be solved in those organizational entities that are optimized for Operational Excellence — IT infrastructure and operations.

 

Note: You can learn more about the techniques discussed here — and much more in my next on-line BRMP Certification course. This is being held across 3 Tuesdays—November 4, 11 and 18 . For details, please click here.

 

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How Can Business Relationship Managers Redirect Their Efforts for Increased Business Value?


Time-is-Money2_reneequim.com_This post is for those with a substantial Business Relationship Management (BRM) role — i.e., at least 50% of their job is BRM.

I am part way though a research project that is examining where BRMs are spending their time, and where they think they should be spending it. (If you would like to be part of this research, and receive a free copy of the research report “BRM Time Allocation Patterns and Ways to Improve Them” please respond to the survey. The survey will stay open until October 1, 2014.)

I will be reviewing the research in an upcoming free webinar entitled, “A Day in the Life of an Effective Business Relationship Manager” to be held on October 3, at 11am ET. For details, please click here.

Preliminary Results – BRMs Want to Change Their Time Allocation!

Of all roles, the BRM seems to be most prone to being dragged into directions that are not seen to be valuable. There are several reasons for this:

  1. “Urgency” always seems to trump “valuable.” If you have not contracted with your key stakeholders around how the role can and should work in order to deliver the highest business value, then your day will be largely spent dealing with operational and largely tactical issues. You might feel like a hero at the end of the week, but you business partners and key IT stakeholders will likely not see you that way.
  2. Without explicit outcomes defined, any activity seems worthwhile. We easily confuse “busyness” with “effectiveness.”  In the heat of the moment, these things can feel the same — but they are not!
  3. Under stress, we fall back on our core competencies. If we were successful project managers before we were BRM’s, getting “dragged into” project management activities is an easy trap to fall into. I wish I’d had $10 for each BRM that has told me, “I don’t have time to be strategic — the tactical demands consume all my effort and energy!” Deeper assessment and reflection usually reveals that the lack of time to be strategic is self-inflicted — worn as a ‘badge of courage’ to display how important one is to ‘keeping the lights on and the trains running on time!’
  4. BRMs sometimes feel compelled to ‘collude with dysfunctional behavior.’ For example, Service Management might be poorly implemented, with a result that services are not clearly defined, service levels are erratic, and there is insufficient transparency into how the services work and the customer experience those services create. Rather than act as change agents to upgrade Service Management discipline, the BRM steps in to ‘mask’ the poor customer experience, or respond to service failures. This ‘enabling’ behavior might feel good to the BRM, but tends to make things worse over the longer term — and limits the time available for the BRM to take on the more valuable activities.

So, What Can BRMs Do About Changing their Time Allocation?

The first thing they must do is to classify and be aware of where there time is going, and compare that with where they and their key stakeholders believe the time should be going. This will be the key focus for my “A Day in the Life of an Effective Business Relationship Manager” webinar to be held on October 3, at 11am ET (for details, please click here) so I’ll leave this as a teaser for now.

Calls To Action

  1. Please participate in the research, and get yourself on a track to higher performance effectiveness — respond to the survey
  2. Please join me for the webinar — and be part of the change you would like to see – sign up for the webinar

 

Image courtesy of At Your Service Concierge

Does This Mean the End of the Business Relationship Manager?


endoftheworldToday, it seems that the Business Relationship Manager (BRM) role is gaining prominence, recognition and momentum.  I witness this daily through the incredible interest in and membership of Business Relationship Management Institute and through the lens of no less that 4 LinkedIn groups dedicated to the BRM role.  I also see it directly through requests for BRM training and certification, and for demand for consulting in the BRM space.

All This is Great — But What of the Future of BRM?

To gain insight into the future of the BRM role, we need to think about the past, the current state and the two ‘megatrend’ forces acting on the BRM role:

  1. The BRM role is a result of the need for an efficient, effective, value-driven ‘bridge’ between a service supplier (often an internal IT organization) and its business customers/clients.  After 50 years or so where the IT organization and its business customers lived either side of a virtual brick wall, the BRM acts as a window in the wall through which IT-speak and business-speak are translated one into the other, with the result that business demand for IT services and supply of those services is aligned based upon potential business value realization.
  2. The so-called “consumerization of IT” and the availability of cloud-based services for Software, Infrastructure and Platforms (SaaS, IaaS, PaaS) are another force that is breaking down business-IT barriers.

These forces were in many ways predicted by author and futurist Alvin Toffler, who wrote about the cleavage between production and consumption that in many ways fueled the industrial revolution, and that the technologies of the “Third Wave” would heal that breach with a rise of “prosumerism”– the combining of production (the IT organization) and consumption (the business customer of the IT organization.)  I’ve referred in previous posts to this shift in the IT provider-consumer relationship as “convergence” of business and IT.

Is the BRM Role Permanent or Temporary?

If you think through these three forces, you might be drawn to the conclusion that the BRM is a temporary role–one that over time, in conjunction with forces such as cloud computing and the consumerization of IT, tends to eliminate the need for itself.  Of course, predicting the future is always a dangerous proposition, but I personally believe that the most successful BRM’s will approach the role as though it is temporary, following a “teach them to fish” philosophy, rather than “catch fish for them.”  From my experience, when a role such as BRM is approached in this way, it tends to stay relevant and valued for a very long time.

Mutual Understanding Results in Business-IT Alignment

When there is excellent mutual understanding among the key stakeholders, businesses and their IT organizations become aligned. But the forces acting on both the business and the IT organization impact the dynamics of mutual understanding and over time it is all but impossible to keep business and IT aligned.

Empowerment Results in Business-IT Convergence

When the business is empowered with information and IT through a robust infrastructure coupled with the knowledge and skills needed to drive value from IT capabilities, the type of alignment thus gained is not only lasting, it actually strengthens and deepens over time. The BRM is key to ensuring that the information and IT infrastructure is fully appropriate and properly leveraged, and that the necessary knowledge and skills are in place.

The Moral?

Approach your BRM role as temporary–and it will be forever valued!

 

Image courtesy of A New World Society

When Business Relationship Managers Collude with Dysfunctional Behavior


5-dysfunctions-of-a-trial-team-fix-dysfunctional-litigationI’m often consulted when a Business Relationship Management (BRM) team is experiencing an identity crisis regarding any or all of its:

  • Mission
  • Vision
  • Roles
  • Metrics
  • Value proposition

All That Hard Work Might Be Misguided!

Typically, the BRM team is working very hard to act as a valued bridge between an internal (and sometimes, external) provider, most often an IT organization and their Business Partners. Unfortunately, dysfunctionality in the IT organization (frequently, one of the main reasons the BRM role was established in the first place) is inadvertently ‘masked’ by the BRM in a noble attempt to please their Business Partners. This happens when they ‘pick up the pieces’ when processes fail or when things fall through the cracks, or even when they step in by way of anticipating a process, project or service deficiency.

Adding Cost – But Not Adding Value

These “pick up the pieces” and “gap filling” activities might feel valuable (“Well, I prevented a fire!” or, “I was able to mollify my Business Partner when we blew the agreed service levels!”) but in reality they add cost, not value:

  1. Expensive people (BRMs) are spending valuable time compensating for broken processes or poor service and/or project management. Those broken processes and poorly managed services and projects cost money to run, especially when they don’t run well. All the BRM is doing is adding more cost (interventions) and masking the defects.
  2. By masking the defects, the broken processes and poorly managed services and projects perpetuate — incurring not only the costs of those processes and services, but also incurring the costs of poor quality, rework and delays.
  3. By stepping into essentially tactical activities, the Business Partner sees the BRM as a tactical resource and is less likely to engage them in potentially high-value producing activities such as demand shaping, business problem solving and strategy formulation.

Where Does the BRM’s Time Go?

BRM Time Pie 1

Typical BRM Time Allocation

One of the exercises I often ask my consulting clients to go through is to identify a list of 8 to 10 major activities they engage in, and then keep a log of where their time goes, for a couple of weeks or a month. The chart above is a simplified example of what I often see in a relatively mature IT organization.  (In a less mature organization, the numbers are far less attractive!) Some things to note:

  • Only 10% of the BRM’s time is devoted to Demand Shaping (stimulating ideas and opportunities for high business value demand, while suppressing, deflecting or redirecting requests that will deliver little to no net business value). This can be one of the most valuable BRM activities, but at 4 hours per week, is unlikely to yield significant results.
  • At least 15% of the BRM’s time is devoted to Service Management. This should be the focus of the Service Management group — not the BRM. While Service Management is critically important (necessary ‘table stakes’ for building trust and respect between the business partner and their IT organization) is is not where BRM’s should be spending so much of their time.  Not only is this a misuse of BRM time, but it positions the BRM in a non-strategic role — significantly reducing the chances that they will be “invited to the strategy table” where they have a real and important opportunity to influence business value.
  • 15% of the BRM’s time is on communication (formally communicating about project status, service status, etc.) 6 hours per week is a lot of time spent on this types of communication and is often a symptom of IT dysfunctionality. If processes are not well defined and continuously improving, and if roles are not clearly defined with clear responsibilities and accountabilities, the need for ‘communication’ to compensate for this dysfunctionality blossoms (dealing with the aftermath of service lapses, explaining rework and schedule slippages, etc.)

Where Does Your BRM’s Time Go?

Ignoring the specifics of the illustration above, think for a minute about the general principles I’m surfacing:

  1. Where are you spending your time? Have you performed the analysis?  What 8 to 10 major activities do you engage in?
  2. How should you be spending your time? Which activities have the potential to create the most business value?
  3. On which activities are you spending time that is actually masking problems elsewhere? Are you helping solve those problems, or are you simply compensating for them?

Note: My next on-line BRMP Certification course is being held across 3 Tuesdays—September 2, 9 and 16 . For details, please click here.

Image courtesy of A2L Consulting

Key IT Roles for Driving Business Value


Contract-to-Hire-BlogI’ve posted at length about the Business Relationship Manager (BRM) role as being key to driving business value from IT. But what other roles—typically under-served—work with the BRM in the pursuit of business value from IT?
In this post, I am going to introduce three dimensions of value realization than are important to driving business value. Along with those dimensions, I will discuss three roles that are associated with those disciplines.

Note: This post refers to roles. A role is not the same thing as a job. Think of a role as a ‘hat’ you wear if you meet certain qualifications (possess certain competencies). When you are qualified to wear a given hat, you have certain responsibilities and accountabilities. Roles, the competencies they demand, the processes in which they participate, and the ways they engage with other roles are all characteristics that are defined in an IT Operating Model. Some people will fill multiple roles, depending upon circumstances and needs.

Three Dimensions of Value Realization

So, how does IT increase its impact on Business Value Realization? There are three major value sources that the IT organization can impact:

Screen Shot 2014-06-26 at 1.21.31 PMLet’s examine each of these dimensions.

Shaping Business Demand

At low maturity, an IT organization is often referred to as “order takers” for business requests. One the face of it, this sounds customer-centric and responsive. However, the reality is that at low maturity, much  business demand yields relatively little business value. It’s also the case than when the business client has already figured out what they need before the engage IT (or if the business client has depended upon external consultants and vendors to tell them what they need) then the IT organization’s opportunities to add value are very limited.

If an IT organization is able to engage with their business partners earlier—to be proactive, not simply responsive, they can stimulate, surface and shape demand towards higher value opportunities. And these high value opportunities tend to suppress demand for low value activities, so more people are working on high value opportunities.

Shaping business demand is an important discipline for increasing IT maturity, and with it, driving more value from IT. Associated with this discipline is the role of Business Relationship Manager (BRM)—a role that sits between an IT organization and its business clients. In leading practice organizations, the BRM role (or whatever label it goes by) is focused on demand management, with an eye to elevating business value of IT.

Leveraging IT Assets and Information

At low IT maturity, much effort goes towards establishing a supportive, reliable and predictable infrastructure and the business applications that depend upon that infrastructure. Typically, these business applications go significantly under-leveraged. The cost, effort and business disruption associated with their deployment tends to lead to a mentality of “declare success and move on!” The business users need time to get back their breath. They also need to be shown new ways to leverage the platforms and the mountains of information they generate. Also, while IT organizations typically do a good job maintaining these business applications, there is no single role focused on managing their total lifetime value.

In order to increase maturity, architectural and asset management disciplines must be established around business applications, so as to create business platforms and products that enable business process improvement and innovation. Platforms are inherently extensible and readily leveraged—think about the iPhone as a platform, with open, published Application Programming Interfaces (API), the Apple Store and thousands of apps available to run on that platform.

The role responsible for these architectural and asset management disciplines is referred to as Product Management, and is an important aspect of reaching higher maturity and driving business value—ensuring that the full potential value of Business Platforms and Products is exploited and harvested. The BRM role works closely with Product Managers to help create the business appetite for new business capability that leverages the underlying business platforms and products.

Optimizing Business Use

While low maturity IT organizations focus on building, implementing and maintaining business solutions, as maturity increases the focus expands to help optimize the business value realized though using these solutions. This depends upon the discipline of Value Management, which in turn leverages competencies in Business Change Management and Portfolio Management.

There are several roles that are involved in Value Management—that of the Business Sponsor for a given initiative, Portfolio Manager, Business Change Consultant and, again, the BRM with their focus on demand management and business value realization.

In future posts, I will explore each of these disciplines and roles, and how these can be established as part of your IT Operating Model.

Note: My next on-line BRMP Certification courses are being held across 3 Mondays—July 7, 14 and 21, 2014 and 3 Tuesdays—September 2, 9 and 16 . For details, please click here.

Image provided courtesy of FreeDigitalPhotos.net.

 

 

Common Failure Modes in Business Relationship Management – Part 1


UntitledRegular followers of this blog know that I’m a big believer in the potential for the role and discipline of Business Relationship Management (BRM). (In the interests of full disclosure, I’m also a co-founder of Business Relationship Management Institute, I teach course on Business Relationship Management, and serve as the Chief Examiner for APMG-International’s BRMP certification.)

I talk to a lot of BRMs, and have worked with many organizations trying to implement BRM—some of them on their third or fourth attempt! The good news is, they still believe in the importance of and potential for the BRM role. The bad news is, they’ve failed several times in their deployment of the role, and with each failure comes increased cynicism, and the familiar cries of, “This won’t work here!” and “This too shall pass!”

So, I’m going to devote a few (number to be determined!) posts to common failure modes I come across.

Failure Mode #1: BRM as “Single Point of Contact”

This is a common mistake, where the BRM is positioned as the “Single Point of Contact” between a provider organization (typically an IT organization) and their business clients. The Single Point of Contact role is often introduced in response to a common symptom—the business client is unclear who to contact for what. In other words, the root cause is lack of organization clarity, and the false belief is that by appointing a BRM (or whatever label you use) as a Single Point of Contact, the organizational dysfunctionality arising from lack of clarity will be mitigated.

This is a problem for several reasons:

  1. As a Single Point of Contact, the BRM quickly becomes overwhelmed. If they are effective at fielding calls, they will be called on more and more frequently, until they collapse under the weight of an ever-expanding appetite of questions to answer and issues to solve. If they are not effective at fielding calls, they just add to the dysfunctionality and further alienate the business client.
  2. The BRM quickly gets dragged into tactical issues.  As such, they are unable to add real value, and sooner or later are seen as ‘overhead’.  (And by wallowing in the tactical, they are indeed largely ‘overhead.’)
  3. The Single Point of Contact role tends to alienate key stakeholders on the provider side. Enterprise Architects, Strategic Planners, Portfolio and Program Managers, Business Analysts, for example, value their access to the business clients, and resent having to negotiate the “BRM Doorkeep” in order to gain that access.
  4. It addresses a symptom, not the root cause. You still have a lack of organizational clarity, and this leads to inefficiencies, poor communications, dropped balls and a chaotic, stressful work environment.

Lesson 1: Don’t position the BRM as a Single Point of Contact.

Better to position them as a ‘Single Point of Focus’, helping to connect to and orchestrate key provider roles. Establish the BRM as the “Account Owner” for business clients they serve. Account Ownership carries certain responsibilities and accountabilities. It also must be afforded certain commitments by other key provider stakeholders—primarily a commitment to keep the BRM, as “Account Owner” informed about any contact or activity with the business client.

Failure Mode #2: BRM As “Dumping Ground”

This is a variation on the “BRM as Single Point of Contact”, but happens when the BRM becomes a “catch all” for requests that nobody else wants to deal with, or that people are not sure who is supposed to deal with them. Again, lack of organizational clarity is a root cause here, and the types of problems this leads to are very similar to those identified above due to the Single Point of Contact failure mode.

I’ve seen this failure mode occur when the BRM role is announced without a clear definition of its purpose. Others in the provider organization fear that the BRM might invade their territory, but also see it as an opportunity to get rid of tasks they don’t like (or feel that someone else should be doing.)  So, at every opportunity, requests get deflected to the BRM:  “Oh, our BRM’s take care of that kind of thing.  Here’s an email address and phone number.  Bye!”

Lesson 2: Organizational Clarity is your biggest friend and is something you have to work towards.

Be proactive in defining the BRM role, with all it’s strategic implications and ways it helps to drive business value. Take the time to work with key stakeholders on the provider side to define “rules of engagement” and interaction models.  Take some common (and not so common) use cases, and work through the solutioning life cycle, from idea to retirement—which roles are engaged when and how? Define high-level SIPOC (Supplier, Inputs, Process, Outputs, Customer) models and ensure you have comprehensive understanding and buy-in from your colleagues. Reinforce the strategic, value creating purpose for the BRM role in your day-to-day behaviors.

We will examine some more BRM Failure Modes in the next post—please join me and subscribe to this blog by clicking on the link in the right sidebar.

Note: My next on-line BRMP Course is being held across 3 Mondays—July 7, 14 and 21, 2014. For details, please click here.

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Two Valuable Books for Business Relationship Managers


book%20review_65263741I frequently get asked to write book reviews on my blog and I almost always decline. But I had a couple of books on my “must read” list that I managed to get to over a recent vacation, and was sufficiently impressed that I decided to provide short reviews, even though the authors had not requested them!

A Must for Any IT Leader Trying to Elevate the Business Value of Technology

To be frank, I approached “Technical Impact: Making Your Information Technology Effective, And Keeping It That Way” by Al Kuebler, with some trepidation!  I’ve read many books by successful CIO’s that somehow fall short of their promise. Not surprising, really, that the competencies demanded for success in the CIO suite do not necessarily translate into the competencies needed to write a really helpful, readable book about IT leadership. But this one did not disappoint at all!

Great Storytelling!

First, Al is a great story teller!  He has a rich experience, going back to roles in IT operations, through programming, systems programming, IT management, CIO and management consulting. He’s learned many powerful lessons in each of these roles, and is able to share these lessons through interesting and entertaining stories. Real life situations that anyone in IT can relate to make for great drama and a helpful backdrop against which to draw out challenges, tensions and leadership lessons.

Great Structure!

The book is structured and organized to be approached in any sequence that makes sense to the reader. It contains a “Book Map” that outlines areas of interest, such as “Aligning Expectations”, “Best Practices”, “Careers”, “Innovation”, and so on. Under each area of interest are typical questions the reader might be looking to answer, with Chapter references. I still approached the book in a more traditional and linear fashion because I was not looking at any particular area of interest, and I did not want to miss any of the many nuggets the book offered, but I appreciate how useful the Book Map concept could be to someone dealing with real fires they wanted to focus on at a point in time.

Great Insight!

I’ve never been a CIO, but I’ve consulted for over 20 years to hundreds of CIO’s in some of the largest and most successful companies in the world (and many that were not doing so well!) and I can attest that Al’s advice is pertinent, valuable and broadly applicable. He’s pragmatic and drills quickly to root causes. He brings a great balance of “quick fix” ideas that buy you time, with longer term approaches for continuous improvement. I very much appreciated the ways Al makes politics real and accessible—something that new IT leaders often struggle with.

I’m generally suspicious about advice that divides the world into ‘two kinds of people’—I find life far more complex and nuanced, so when I came to the chapter that distinguishes between what Al calls “performers” and “operators” I was skeptical. But I actually found Al’s treatment of this material to be valid and quite helpful.

Timeless!

Originally published in 2010, with revisions in 2011 and 2012, this book will have a long life—most of the issues are perennial, and will be applicable across industries, countries and cultures.

Well done, Al!  And thank you for taking the time to create such a useful, readable and even entertaining resource!

A Must for Any Business Relationship Manager (or Any Manager Who Recognizes the Importance of Relationships)

Power Relationships: 26 Irrefutable Laws for Building Extraordinary Relationships” by Andrew Sobel and Jerold Panas was the second on my vacation reading list, and I glad that it was!  I’ve added it to my recommended reading for people taking my Business Relationship Management training courses and the Business Relationship Management Professional certification exam.

Great Storytelling!

Just like Al’s book reviewed above, Andrew’s and Jerold’s book is packed with great storytelling! Organized into 26 chapters, each describing a ‘relationship law’ plus a section on ways to apply the 26 laws in a variety of situations, each chapter begins with a story. Each story is entertaining and illuminating and sets up one of the relationship laws in a clear and compelling way.

Great Insights on Applying the Laws!

Each chapter concludes with ideas on how to put the law into practice. I found these ideas very helpful and actionable. They make sense—the kinds of things you know you should be doing, but often don’t, or don’t do them as consistently as you should.

A Handbook for Business Relationship Management!

In many ways, this book could be thought of as a handbook for Business Relationship Management (though it is not intended as such as is much more broadly applicable). I found many of the application ideas hit the common traps that the novice Business Relationship Manager falls into. Here’s one example from the Twenty-Second Law, “Become part of your clients’ growth and profits and they’ll never get enough of you.”:

Think about it. If your plumber calls you up and suggests you have lunch to discuss the latest joint-soldering techniques, you would probably decline. [...] But what if your doctor called? “I’ve got your test results back, and you ought to come by so we can discuss them.” I think your response would be, “How soon can you see me?”

Use This Book to Build Your Key Relationship Agendas

The Business Relationship Manager that really uses this book to create and implement an action plan for their key strategic relationship is either:

  1. Going to be very successful in their role, or…
  2. Going to realize that they are not cut out for the Business Relationship Management role.

Either way, the price of the book and the time taken to read it will be well worth it! Even if you conclude you aren’t cut out for the Business Relationship Management role, there are many other ways that relationship building will be important to your work, home and social lives, and these will benefit from the insights that Mr. Sobel and Mr. Panas have shared with us!

Note: My next on-line BRMP Course is being held across 3 Mondays—April 14, 21 and 28, 2014. For details, please click here.

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