We Are Losing the Art of Developing Relationships! (Part Two)

re·la·tion·ship (noun)

The way in which two or more concepts, objects, or people are connected, or the state of being connected.


In part one of Leading Relationships, we highlighted the transient relationship, the definition, strengths and pitfalls.  

Our focus now turns to our transactional relationships. Eighty percent (80%) of all our business relationships are transactional, where both or all parties are focused on their interests and do things for each other with the expectation of reciprocation. The result is, often times, more important that the relationship.


The Strengths of Transactional Relationships

  • Outcome and/or result focused
  • Little investment of time to cultivate
  • Most common and understood relationship

The Possible Pitfalls of Transactional Relationships

  • Easier to place blame or point fingers
  • Takes time in the beginning to define relationship success and to clarify roles
  • Often miss opportunities to leverage collective strengths for mutual success

Transactional relationships are important and required since not all relationships can or should be authentic. However, to enhance your transactional effectiveness invest the time up front to mutually define success and clarify roles.

Next week, cultivating true and genuine authentic relationships.

Cornerstone Learning is a performance and leadership consulting organization that has worked with clients all over the world. Our focus is working with individuals and organizations to create performance solutions that deliver top-tier results by inspiring, enabling, and developing employee-led, leader supported, and organization enabled performance. We are able to successfully deliver this through multiple products and services such as employee surveysonline training, performance assessments, and performance coaching. The goal at Cornerstone Learning is to assist our clients in developing a dynamic and customized blue print to deliver role model organizational and personal performance.