Leading Workplace Relationships on the Frontlines of Daily Operations

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Frontline actions to lead relationships compliments those which manage relationships. Providing follow-through and continuation for existing programs and systems. Leading in daily operations can provide the ethic of entrepreneurship to compliment the culture of discipline.

If you look at definitions, managing and leading share the function, and hopefully action, of directing. They differ in that managing is more control and persuasion while leading is more guiding and influence. Take a look at the differences outlined in Joan E. Gebhardt's book "Five-Star Leadership."

Our practice, "Propel Frontline Leaders," is user-centered or works backwards from the frontlines in leading workplace relationships and experiences in daily operations. This compliments but does not change any activities an enterprise currently performs. It is a way for team leaders to "mobilize individual commitment" as presented in the book Results-Based Leadership

Workplace Relationships/Experiences

Manage Outcomes....>>>>>....Lead Development

Managing is more .......	Leading is more .......
Goal-based	Value-based
Program and Procedure based	Experience learning
Short-term motivation	Long-term commitment
Culture of Discipline	Ethic of Entrepreneurship
Direction	Support
"Hard" Skills	"Soft" Skills
Planning	Asking (Dialogue)
Paperwork	People
"Ends" - Goals, Objectives	"Means" - Actions
Transactional	Relational
Defined process	Strategic process
Command & Control	Mutually beneficial
Materialistic	Holistic
"What" needs to be done	"How" to get results
Opportunity Specific	Opportunity Expansive
Managing relationships tend to be short-term because they are stimulus/response oriented. When networking, people are bound together because one person needs another to do a deal or create a sale. One particular situation binds them together, and as soon as this situation disintegrates or disappears, there's nothing left of the relationship to keep it strong enough to survive.	Leading relationships start when you clearly express your intent in the broad sense of the word. Quickly and convincingly, you communicate your goals and value, and when you do so, people who resonate to your intent will respond. If someone responds positively and you are able to establish a networking relationship, you can reap tremendous benefits. Your new partner will not only do more for you in terms of opportunities but in providing an empathetic ear and a source of fresh ideas.

What does managing relationships in the enterprise look like?

Relationships are about people. All enterprises manage relationships, critical to maintaining discipline. Senior managers are responsible to develop the strategic plans to guide the the enterprise for the long-term. They need to determine the "ends" - goals, mission, vision and then the "what" needs to be done by the enterprise's people to achieve the objectives. This includes the processes, programs, procedures, and policies to build the discipline to execute daily operations for the results needed.

Senior managers, importantly, must use the "ends" to give frontline managers the "means" to achieve their goals. Likewise, communicating the "what" to frontline managers and provide support for the "how" to get desired results.

What does leading relationships in the enterprise look like?

We designed this graphic for our "Team Leadership Practice" to demonstrate the activity of leading relationships in your enterprise. We have also put together a collection of "leading nouns" which demonstrate and provide follow-through in daily operations. They represent action and end in "tion."

Leading relationships in daily operations compliments existing programs and processes which manage relationships. View this example of frontline leadership for results. How the organization's "ends" must become a frontline leader's "means." Below is a quote that demonstrates what can happen if we fail to lead workplace relationships and experiences:

Activities for leadership in daily operations help associates build workplace relationships not only with customers, but simultaneously with fellow associates and partners (both internal and external) as well. This compliments existing managerial activities which often are more about relating to customers, associates, and partners and usually as separate entities. We like the distinction made here and believe relating is certainly critical for structure and discipline but that it is relationships that win "hearts and minds."