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The process of executing business strategy can’t happen solely through the efforts of a single person. Strategy execution is a team game, and it requires a commitment to collaboration and partnership within teams of people and across organizations. In fact, the people within high-performance organizations know this, and as a result, they strive to create a unique type of partnership: trust-based partnerships.

Trust-based partnerships differ from other types of agreements that people or organizations enter into in several ways.

First, the foundation of a trust-based partnership is rooted in the belief that all entering parties are pursuing a common, compelling purpose. Typically, when two are more parties enter into a partnership; each party believes that the goods and services it provides are similar enough to be complimentary to the other, but different enough to be unique. As a result, by entering into a partnership, all parties are able to enhance the value they provide, while at the same time advancing their unique mission. This is not so with trust-based partnerships. In trust-based partnerships, the foundation upon which the partnership is grounded is not to advance separate missions, but to pursue one common, compelling purpose or mission. Do you see the difference? In the traditional partnerships, both parties are free to move in separate directions, but in trust-based partnerships all parties acknowledge that there are differences in what they provide but they are joining together as they move in the same direction.

Next, trust-based partnerships require and build trust between the entering parties. There are two meanings of the word trust, which are both applicable when discussing trust-based partnerships. The first dictionary definition of trust is “an assured reliance on the character, ability, strength, or truth of someone or something.” The second definition is “a charge or duty imposed in faith or confidence or as a condition of some relationship.” When describing trust-based partnerships within organizations, both definitions shed light on the nature of these partnerships. For a trust-based partnership to exist, there must be a belief that the other party is capable of delivering what it commits to and in a manner that brings value to all parties. In other words, in trust-based partnerships, trust is both given and earned.

These two differences noted in the blog are two of the most prominent differences between trust-based partnerships and more traditional partnering agreements. Ultimately, for strategy to be successfully executed, we believe that trust-based partnerships must exist between the various teams and delivery groups within organizations. Do you feel that you have entered into trust-based partnerships with your internal business partners? If so, please share your stories of how you were able to build these partnerships and the results your teams have been able to obtain in committing to trust-based partnerships.

How do leaders get things done? They can’t do it all themselves. Leadership involves an influence relationship between leaders and followers, who work together toward a mutual purpose. Leaders in today’s modern workforce cannot ignore the critical “relationship” side of leadership. Successful leaders rely on strong, trust-based partnerships with employees, customers, and/or clients in order to achieve success. Over the next few weeks, we’re going to examine each of the four key behaviors of effective Relationship Leadership and define what a leader must do to build the kind of relationships that enable high performance.

Relationship Leadership Behavior 1 – Exemplify Personal Values and Integrity.

Each one of us has a reputation that is created by everyday actions. In other words, what you do, the way you act, and the words you say play a direct part in building your reputation. Have you created the kind of reputation that commands the respect of your peers and employees? Can they trust you?

A leader with strong relationship skills exemplifies personal values and integrity. A leader’s values and integrity, and his/her ability to remain true to those values, forms the foundation of trust in relationships. Leaders demonstrate integrity in everyday actions by staying true to their values, but this is never as evident as when they stay true to their values when met with opposition or adversity. We identify a leader by listening and watching for him/her to take a stand, particularly when times are tough. Leaders who are effective relationship builders understand their values, communicate them clearly to others, through speech, action, or inaction, and are able to generate passion for those values. It is this kind of courageous leadership that draws the attention and respect of others.

In his book, The Radical LEAP, Steve Farber differentiates “extreme leaders” from posers on the basis of authenticity, their ability to demonstrate their values as a means of “proof.” Extreme leaders prove their commitment to their values and their organization’s compelling purpose through their every day actions and decisions. They don’t avoid making waves or taking required risks if it means being true to their values. For true leaders, doing what is right is the only option.

If this description of a leader sounds exciting to you, then the message is clear: “Be the kind of leader you would want to follow.”

Visit our blog next week to learn the next key behavior for effective Relationship Leadership.