A Focus on Relationship Intelligence – Blog 3/5 Series

This is the third blog in the growth acceleration blog series on advancing AI relationship intelligence (RI). The second blog discussed various sciences of relationship capital, ranging from the science of social networks, the science of collaboration and the science of knowledge management that feeds human interconnections and results in the growth economy.

This third blog in the five-part series focuses on what lies at the root of the science of relationship capital and discusses its importance for directors and board CEOs in accelerating their knowledge of relationship capital.

In my opinion, there is nothing more imperative for an executive than ensuring that their organizational culture is a trust-building factory.

Relational capital is linked to the science theory of social capital and is mainly related to the strength of the attributes and qualities of personal relationships. The roots of this science lie in these leadership behaviors: meeting commitments, displaying social norms (emotional intelligence), respecting colleagues, valuing inclusion and diversity, and demonstrating integrity in all interactions.

I refer to these leadership behaviors as a dimension of synergy, which means that the more relevance to the social connection(s), the stronger the trust exchanges.

A good example of this is choosing directors who may have a range of governance skills competencies, for example finance versus cybersecurity. But, on the other hand, these board directors may have a lot in common such as: industry relevance, geographic relevance, social relevance (valuing the arts, music, sports, gastronomy). These common dimensions increase trust-building as there are communication paths formed to have conversations that are beyond the task at hand. Human beings are social creatures and so when selecting board directors there is an incredible responsibility to ensure that board director recruitment is taken very seriously as you are not just looking for skill synergy to promote a company, but it must also be aware of collective synergy to optimize human performance. Nothing’s worse than recruiting your first board director and all the men plan after the summer board meeting a golf outing and the new director doesn’t play golf and she’s told all right you can play the best ball and accompany us. This happens more often than we probably talk about – and it affects trust synergy.

From the senior executive’s perspective, building trust is the most powerful corporate DNA to sow, cultivate, and sustain.

The operating conditions of the corporate culture will determine the quality of how trust flows or is blocked – just like the strands of molecular DNA. The stronger they are the deeper binding agents are.

Trust must be measured more and as we consistently measure profit and loss – there is often no trust scorecard monitored in boardrooms on a monthly basis. If you know a company, I would love to know?

We are starting to see the rise of measuring mental health and mood correlated with business productivity, and I believe we will start to see more creative approaches to health mood and trust intelligence integrated into relationship capital methods. It’s only a matter of time before we start putting more humanity back into our technological methods to accelerate cultural transformation and ensure our people are getting stronger and trust is key.

Why is this? This is a big question to ponder.

Some experts such as Francis Fakuyama refer to trust as vital to any form of social interaction or exchange, and trustworthiness “lubricates social life”

When I did my PhD studies, my research was on the strength of collective group behaviors and researching how social interactions varied across different persona groups, particularly sales and customer service professionals at Xerox. There was tremendous awareness of how these two groups were using online tools to increase knowledge flows and increase the speed of knowledge transfer.

Xerox customer service professionals love to share online how they solve customer problems and help colleagues solve challenges. Sales professionals often want to find the fastest ways to meet a client’s business needs and often rely on a few trusted experts who often have the best advice for solving challenges rather than relying on larger collaboration forums. I saw this too when I was a partner at a premier global professional services firm, where senior partners always had a good sense of where the best proposals were that could help promote a sales opportunity. And often these proposals were not easily found in the millions of online knowledge sources. In other words, knowing the best people with the best knowledge was critical to operating successfully. Also, the tribes that worked with trusted tribes would stick together to work on client work, so regardless of formal staffing resource structures where resources may need staffing for billable time, people would use trusted networks. they have worked with in the past. So humans, as social creatures, naturally gravitate towards trusted tribes with proven synergies.

What does this mean from a governance point of view?

What is important to appreciate at a corporate board level is making sure they know how healthy corporate cultures are in relationship capital and recognizing that trust density is the core to enabling productive cooperation. This is a fundamental basis in building a reliable productive factory.

The concept of trust building is closely linked to reciprocity – in other words, the more information or knowledge is exchanged that is seen as valuable to the person or persons receiving the know-how – the value of the exchange will naturally increase and the density of exchanges will increase. trust will deepen as a result of healthy social exchanges.

Trust is a complex and multifaceted concept and it is increasingly important to ensure that corporate cultures trust their leaders at all levels.

Building shared norms and understandings that enable team building, exchanging ideas, valuing inclusion and diversity, building storytelling skills, meeting commitments, being fair and leading by facts, and having the perspective to cultivate learning-oriented cultures are skills. important to cultivate in an organization.

In all purpose-driven organizations, clarity of the organization’s purpose and securing relationship capital based on trust, healthy reciprocity exchanges, clear expectations and responsibilities that support individual and collective goals are essential operational processes to cultivate and monitor. .

This blog explored the importance of relationship capital and the importance of measuring trust. Leading companies that understand the value of relationship intelligence and the power of social media, advanced data DNA is IntroHive. Your brand is interesting and clear and says: Grow revenue, grow relationships. Increase retention.

Who wouldn’t want to buy this message?

It’s simple and easy to understand. As we live in our online worlds, having smart software to track and analyze all of our social connections in real time gives us a rich view of the strength of our communications with our customers, suppliers and employees. I’m excited to research these areas further with my company and soon with IntroHive, using AI methods to guide people towards more impactful communications.

I am particularly interested in advancing the Permission to Feel dimension and emotional sciences, as I believe that researchers have not integrated relationship capital theories and the emotional sciences deeply enough to improve human performance outcomes.

This is the subject of my fourth blog in this series and it’s called Permission to Feel to Accelerate the Production of Happiness Economy.

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