Building a business is tricky. Firstly, there are the everyday complexities of running a company to take care of, such as overseeing goods supplies, cashflows and resourcing. But there’s also the human element: everything from managing staff to working with new clients and business partners. Building healthy, constructive working relationships can help us achieve our greatest business goals and be the difference between our work being just a job or something we love.
It’s something that NatWest’s relationship managers know all about. To help business owners achieve their future growth goals – and take the stress out of the day-to-day running of things – they have to understand the ins and outs of the business and build a strong partnership with its owner. So how do we get off on the right foot in our professional relationships? And, once we’re there, how do we maintain them over months and years?
On first meeting
Neuroscientist and business coach Dr Gabija Toleikyte says making a good first impression at a networking event or first business meeting is important, but even more so is being sincere in our interactions with others. “Ask questions and get to know the person in a way that’s important to you. This begins resonant communication where we are much more in tune with that person, can pick up emotions better, notice things more, and are able to get on the same page.”
Remembering names is a good start but one that can be the trickiest to execute. A few tips by memory experts suggest repeating the person’s name back to them and choosing something about them that stands out – the colour of their hair, for instance – to associate with their name. Once you start to get to know more about them, remembering something they’ve told you can be an easy way to reconnect with them in the future.
This lays the foundation for a long-lasting work relationship, which is built on with a good rapport. To achieve this, be genuine and authentic in your own interests as well as your common interests with the other person, says Toleikyte.
“It’s best if you’re naturally interested in their business: how their business is doing, what role they play and the challenges of their business, rather than to pretend and ask the standard questions.” It also helps to focus on your own values rather than the impression you’re making, especially if you’re not comfortable in new social situations. “If you truly care about anything – it could be programming or dogs or stocks – then talking about that area is when we actually open up,” she says.
If you find networking tough, there are ways to get used to it, or even like it, says Toleikyte. “Focus on the small wins. Going to the event is already a success, talking to someone is a success, having a conversation where you talk about things that you truly care about is a great success,” she says. “After the event, write down five things that went well. This helps to form positive associations with social networking and reduce the stressor trigger for next time.”
Over time
Once those first steps have been made, from there it’s all about effective communication. “If you really connected with somebody and you have some ideas or see some opportunity to collaborate, then initiate contact with the person in a timeframe that feels natural,” Toleikyte says.
With colleagues or business partners, the best way to get across what you want, navigating disagreements or establishing positive boundaries, is what experts call the communication sandwich technique. This can be used in nearly any form of interaction and it’s about getting the balance right between empathy and assertiveness. “If you think about a sandwich you have the two pieces of bread and the filling,” Toleikyte says. “The bread in this case is all about the other person, their needs and why they’re important to us. The filling is all about you.” The technique works best if the person delivering it has a growth mindset – the belief that people are able to grow and change with the help of constructive feedback.
Non-verbal communication is just as important and can be used as a sign that a relationship is healthy. “When we have good rapport we naturally mimic the body language of other people,” Toleikyte says. But don’t try to force it; people can pick up if we’re consciously trying to mimic them. “Then it can start to feel a bit awkward,” she says.
As someone who has worked in the industry for many years, Andy Gray, managing director of corporate and commercial coverage for NatWest agrees with Toleikyte, noting: “Long-lasting, healthy working relationships are crucial to productivity, from those with external partners and suppliers to the people who help with the day-to-day running of a business.”
He adds that NatWest, for instance, values how a supportive relationship can benefit both sides – its Relationship Managers support business owners as they grow. They focus on anticipating key issues, identifying opportunities, offering their expertise and providing local insights and contacts.
Having access to these kinds of nurturing relationships is very important, says Toleikyte, helping business owners cut through the stress and focus on the growth and wellbeing of their company. This leaves room for making sure the passion that sparked their interest in the first place can thrive – and creates the space needed to form even more lasting connections.
NatWest relationship managers work to understand your business. That’s why they’ve been voted number one* for overall customer satisfaction. As well as rigorous training and accreditation by the Chartered Banker Institute, they’re given the autonomy to act quickly and decisively. Whether they’re anticipating key issues, identifying opportunities or offering personal expertise, they have the skills to build a strong partnership with you and your business. Click here to find out more
*Charterhouse Research Business Banking survey, YE Q1 17 data weighted by region and turnover. Numbef one position based on ‘excellent’ ratings (excluding ‘don’t know’) for relationship management service, as rated by NatWest’s customers with annual turnover of £2m - £25m in England & Wales, compared with ratings of competitor banks by their customers. Total respondents 1957, NatWest 489.
