Our guidance how to obtain the requirements you need when working as an internal support provider.

The relationship between internal support providers and their customers has to be one of the most frustrating in the corporate world. The provider NEEDS x and y and z before he can solve the customer’s problem. The customer just wants a thing, that does ‘you know’, and just works. Both are hampered by corporate policies and processes.

There are ways of making this relationship go more smoothly. But as an internal support provider you will need to change your perspective in order to make this work. You might find this hard to hear, to take and to make the changes we recommend. We’re dedicating this cast to the Atlanta January 2012 conference attendees who found it hard to hear, but thanked us for telling them anyway. We hope you’ll feel the same way.

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This cast gives a guide for when to develop the relationships you identified in the Developing Internal Relationships – The Where cast.

In our first Developing Internal Relationships cast we helped you identify your current network and judge how effective it was. We also helped you identify the people you need to meet in order to round out your network.

When you listened to that cast, you might have asked: if I haven't come across those people yet, how am I going to meet them? In this cast, we want to give you some ideas for when and how you can start those relationships.

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This cast gives a guide for when to develop the relationships you identified in the Developing Internal Relationships – The Where cast.

In our first Developing Internal Relationships cast we helped you identify your current network and judge how effective it was. We also helped you identify the people you need to meet in order to round out your network.

When you listened to that cast, you might have asked: if I haven't come across those people yet, how am I going to meet them? In this cast, we want to give you some ideas for when and how you can start those relationships.

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This cast concludes our discussion on a framework for looking at where you need to develop internal relationships.

In our Build A Network cast, we told you that more relationships were better and to develop relationships with people indiscriminately. That guidance still stands. But whether you’re new in your organization, or you recognize that you don’t have the depth of relationships you need, the whole organization is a big target. This cast will help you narrow down where you want to direct your energies.

Equally, this cast will help you assess how good your network is. We’re going to give you a framework to put your current relationships in. Once you’ve done that, the gaps will be clear – and so will the relationships you need to develop.

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This cast gives a framework for looking at where you need to develop internal relationships.

In our Build A Network cast, we told you that more relationships were better and to develop relationships with people indiscriminately. That guidance still stands. But whether you’re new in your organization, or you recognize that you don’t have the depth of relationships you need, the whole organization is a big target. This cast will help you narrow down where you want to direct your energies.

Equally, this cast will help you assess how good your network is. We’re going to give you a framework to put your current relationships in. Once you’ve done that, the gaps will be clear – and so will the relationships you need to develop.

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This cast concludes our conversation on how to respond when someone disagrees publicly in an unprofessional way.

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This cast describes how to respond when someone disagrees publicly in an unprofessional way.

For years you've probably been reading about how important collaboration is. It's important to "work with" rather than "manage" your team. It's important to be open and candid and frank, and to encourage that from your directs.

Unfortunately, all those encouragements to collaborate and be a part of the team and exchange ideas freely without worry about rank don't really address the day to day issues that come up. Like what to do when no one speaks up. Or when someone takes advantage and tries to hijack the meeting. Or when everyone contributes but one person stubbornly resists.

Or, when someone disagrees publicly in a less than ideal way. What do you do?

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This cast explains a simple technique to consider the impact of decisions on multiple stakeholders. Decision-making (which is more than choosing!) is a core part of our jobs as managers. But yet again, there's not a lot of training or development spent on it. Everyone hates learning it on their own, but then they visit that same strategy on their directs. Silly. Let's learn how to make effective decisions.
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Today, we finish up our conversation on jump starting relationships with your internal customers. Last week, we discussed the first of the 5 steps (Identifying Who, Prepping your 5 minutes snapshot, and Sending out the first email), today we'll discuss the actual customer meeting AND, Mark's favorite (because it's the ACTION step) , reporting back to your team.

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We've been asked many times to create some podcasts for new managers - what to do early on. We both understand the requests, and at the same time always want to ask, "What about One on Ones, Feedback, Delegation and Coaching do you not understand?" ;-)

Nevertheless, we know we have smart listeners and members, and so this week we introduce a new theme for some recurring casts: The New Manager Toolbox. Our purpose is to highlight those tools and tasks and efforts that pay special dividends to managers who have recently assumed their responsibilities.

[And hey: there's no doubt that many, many "old" managers could benefit from much of this stuff!]

This week, we lay out a simple, systemic plan for reaching out to internal customers to find out what they want from you and your team. It builds relationships, and gets you valuable data your team won't have.

Learn how to Jump Start Internal Customer Relationships with the inaugural episode of The New Manager Toolbox Series.

Below, you'll find the sample customer email we make reference to in the podcast:

Customer Name,

signed,
[YOU]

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