ACHIEVING TASKS AND BUILDING RELATIONSHIPS

Creating a partnering culture using the Powerhouse Partner Model requires that you invest time, money, and energy both in achieving tasks and in building relationships. This task-relationship balance constitutes a central partnering dynamic that must always be in the forefront of a leader's mind. Traditional organizations are steeped in task, and in fact the task arena is where traditional leaders feel most comfortable. It is amazing, the reaction we get from leaders when we suggest that they just bring balance to the task and relationship dynamic within their organization. The blank stares say it all. To these leaders, relationships are of little value and do not produce "real work." They see relationship building as "touchy-feely" stuff. Shifting from task to relationship feels counterintuitive and unnatural and is, consequently, viewed as unproductive and undervalued by these executives.

The act of transforming an organization culture, a paradox in itself, is messy and complex and requires leaders to exemplify their strongest relationship skills. Transforming an organization culture is like remodeling a kitchen. It's hard. It's messy. It takes longer and costs more than you thought. It will test the limits of your patience. You will ask, "Is this worth it?" But you can't slam the door in the face of the work crews and wish-presto!-for a clean countertop. Ain't gonna happen. You must push the boundaries of your patience with people. Unfortunately for many businesses, it's at this point that every instinct signals people to hunker down and get back to task at the expense of the relationship. Yelling at the contractor to get the kitchen done quicker won't make it happen. Screaming only irritates work crews, and then they work slower. No, this is the time to build that relationship and look for the win-win solution. Please understand, we are not suggesting that you take your eye off task achievement. After all, sticking to mission is an imperative, and serving customers well is paramount, but building internal relationships and modeling expected partnering behaviors is key to long-term transformation of an organization's culture. And building relationships takes additional effort on the part of senior leaders, an effort that may not reap benefits within the next quarter.