How do you make things happen in an organisation? You talk to people. Whether they listen and the extent to which your words influence their behaviour is down to your relationship with them ( not simply how persuasive the argument) When things happen it is because a range of people got on board. Not much change happens simply because you are the boss and command it.
The expression, “net working “ seems to have gone out of fashion perhaps because it conjured up images of white middle aged men doing business deals on the golf course or free masons putting each other in touch with useful contacts. This is not what I have in mind when I refer to the importance of personal relationships in bring about real changes in the way things are done.
I am thinking of the example of a team manager someone low in the organisation management hierarchy, with little formal authority who cultivated personal relationships with in the organisation with people in HR and finance and individuals in partner agencies. Where as most team managers don’t visit HQ doing their business with HR and Finance by email or the phone she prefers face to face, one to one’s. Whatever the pretext for attending HQ she makes a point of doing the rounds, popping in to say hello , stopping for a coffee. Perhaps depending on the time of day going out for a sandwich.
All very informal but all part of getting to know key individuals and building a personal relationship. And through these individuals having access to senior people in the organisation and partner agencies. Using this relationship she doesn’t ask HR/Finance if she can do something a bit different, slightly unorthodox , out side the box, she ask them how she might go about this. In such circumstances the standard ridged bureaucratic response is replaced by a more flexible and often inventive advice. In this way quite radical changes and improvements to the service happen.
