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If you reflect on the earlier industrial model on how work was structured and how we did it, you would have to agree that life was quite easy and straightforward.

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Health Insurance

A job was a job. A customer was a customer. A client was a client. A pupil was a student. A inpatient was a patient. We came to work every day and didn't think much about the environment nearby us. The rules and regulations that applied were easy and uncomplicated.

But it seems that the working world for every profession has come to be more complicated. For instance, while patents have long been used for inventions, the understanding of intellectual property as it applies to logos, names, images, artistic, musical or literary works has come to be more prevalent.

Companies and individuals alike want to own, sell and safe what is rightfully theirs. As a result, we have seen licensing of software products come to be commonplace. Every day, professionals need to ask themselves whether what they are about to do at work may be restricted due to copyright, trademarks, patents and/or other exclusive rights. On the other hand, personal privacy has come to be a valuable issue in the workplace because technology has facilitated a growing intrusion into the secret lives of citizens. Let's face it, associates of all kinds and from every industry sector are busy reviewing their online customer lists to help them strategically target sales agreeing to customer buying habits.

Employees increasingly encounter issues associated to personal privacy. Prior to employment, candidates are faced with background and criminal checks while safety and surveillance techniques such as monitoring keystroke counts, e-mails, telephone calls and hand/facial recognition techniques upon entry or exit confront employees every day. The succeed is a much more conscious endeavor to safe individual privacy through corporate policies as well as legislation.

These workplace initiatives have created an intriguing "protect and serve" work or business/service environment. And while much of the direction is truly associated to the understanding of safety of business or service interests, in my understanding there is also the danger that the doctrine is slanting too much toward "control" rather than "serve."

This operate aspect, for instance, is being seen more and more in business as employees at all levels of an club are being increasingly compelled to sign restrictive non-compete/non-solicitation agreements as part of their employment contract. In some cases, associates try to impose these agreements even if the laborer was laid off for lack of work.

The issue of operate is also found in the deliberate upon and controversy over "who owns the client/customer" and "who owns the file" that swirls nearby professionals such as guarnatee brokers, sales agents, financial planners, consultants, lawyers and physicians.

These professionals believe that their business venture would be injured if the client/customer switched service providers. While that may be the case, we need to keep in mind that it's the clients and customers who decide which service supplier they want to work with. It's clients and customers who have the right to pick whichever service supplier they feel will best serve their needs.

Organizational leaders who forget this basic rule for customer/client service relationships often act out of fear and self-protection. Their ego starts to get in the way and impacts their quality to lead effectively. They think only of themselves and their personal goals and are unable to view their role from the perspective of the client. When ego starts to get in the way, the leader starts fighting over who is in fee as they try to impose their superiority.

In the case of the potential loss of a larger client base, a leader may also begin applying political tactics and "kill the competition" games rather than working towards a win-win clarification that works for the client and everybody else involved. Unfortunately, this type of dysfunctional, ego-driven leadership has the potential of poisoning not only customer relationships for the long term, but it will also have an impact on employees.

At the same time, service providers who lose touch with their clients often get stuck in what is called a "parent-child" script. This is a one-way power trip where a "mother knows best" attitude colours the client/service supplier relationship. Instead of seeing the connection as one of equal clarification partners, the vendor takes the role of an "expert" whose understanding and/or clarification is perceived to be first-rate to anyone else that is offered.

Positive and quality relationships with key stakeholders whether they be funders, vendors, customers, clients, students, employees and/or health-care patients, for that matter, is valuable to the success of any business venture. This requires a conscious, systematic and habit endeavor that begins with having the right mindset. That mindset includes a belief that relationships are important, that you think well of others and that you demonstrate professionalism, integrity, caring and knowledge in all you do.

But what is a meaningful relationship? It's one where trust and rapport are strong and where meaningful, particular dialogue can take place. In other words, when person talks, you listen instead of being immediately skeptical and always seeing for a secret agenda. If clients are unwilling to share their problems with you, then you can't help them even if a clarification exists.

At the same time, if you don't listen effectively to what the client problems and issues are but instead endeavor to automatically apply your own prescribed solution, then you will not be able to form a positive, meaningful relationship. In other words, you have also failed as a service provider. Times have changed and the business environment has changed, but what will not convert is that the customer/client will continue to make their own decisions.

Source: The connection Edge in Business: Connecting with Customers and Colleagues When it Counts, Jerry Acuff with Wally Wood, John Wiley & Sons, 2004; Beyond Ego, Influential Leadership Starts Within, Art Horn, Ecw Press, 2008.

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