Chapter 1 - Law, logic, relationships

Quite an intense yet mischievous-looking chap, Ivan Petrovich Pavlov. He was a Russian physiologist best known for his…….

Quite an intense yet mischievous-looking chap, Ivan Petrovich Pavlov. He was a Russian physiologist best known for his…….

Despite the thousands of hours that we spend trying to master technical and functional skills, they matter little unless you can truly develop the art of relationship building.

We all know this; leaders, managers and colleagues talk about it regularly, and we see daily success from those who are good at it. Despite this knowledge, however, we do bugger-all about it. Hardly anyone in corporate life really knows how to focus on it, and, concerningly, even fewer know how to get better at it. Instead we consistently see brilliant individuals, whose ideas, innovations and creativity are phenomenal, fall at the very first hurdle. Conversely, I also feel sorry for people who are excellent at fostering relationships: seldom do they get recognised, rewarded or leveraged to the degree they deserve.

Law and logic are wonderful things. Invaluable. Very seldom, however, are they as important as relationships. Start with believing and knowing the importance of relationships. Then make and take the time to work on this skill set. Do not treat it as a ‘nice to have’, but rather a ‘must do’. Track your progress and replicate. It will be transformational to your personal development and career, and it will also be your best chance of sustained success. Above all, please do not just nod in agreement and then do nothing —  that would be a waste.

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“It’s not always right to be right”, a leadership book by Hamish Thomson