All business transactions boil down to human relationships. Therefore, fostering good relationships at all levels simply makes good business sense. However, if your sole reason for building relationships is to get something out of it, don't bother. Sincerity still counts; always will.

Great point Gary. I agree that we need to ensure that we don't have the mentality of what can I get out of this relationship. Rather, I believe that we need to be mindful of ensuring that we create value for others. In other words, "What are those within my sphere getting out of their relationship with me?" An honest look can help us to make necessary changes in order to serve the needs of others. This is usually tied to our strengths. Example: I am passionate about learning; therefore, I'm always passing on articles or books that I think might be of benefit to others in my sphere. The flipside would be taking the time to consider their "language of love" and respond accordingly. Our love language is what we deem as creating the most value to us. Attempting to tap someone’s love language, it could fall in a category that is not your strength or keen interest (cooking, animals, hiking, antiques, etc.).

Personally I stick to my area of strength and interest—when my strength intersects a need within my sphere, then I act quickly to meet that need. For the special occasions that demand a greater sacrifice on my part in order to demonstrate my affections for that person, I will employ what I know to be their language of love.

Blessings,

Brian Francis Hume

Gary and Brian thanks for the comments. They reflect the need to have a sincere outgoing concern for others. I think it gets to the source of where lasting power really comes from. As Dilenschneider indicates, if you do things for manipulation or gain, it will eventually bring you down.

I am both intrigued and a bit jolted by the lessons listed above. I am still going to read the book but one of the lessons above just poked me too much to ignore. It was this quote: "In fact, sometimes it’s more important to reach out to the shoeshine boy so that the CEO sees that you’re a person of the people, a person who’s generous, who’s humble, who’s willing to do outreach." In my gut I know that authentic leaders do their work without concern for who maybe watching them. It is about the service of others not the audience. Perhaps authentic leaders do their best work when no one is looking.

Thanks for the comments. I plan to purchase a copy of the book. Of the lessons you listed above, the final idea on helping others when they experience a problem struck a chord. Sometime ago, I watched a peer "go up in flames" over a honest mistake with a project. I'm embarrassed to admit, but
we avoided him and his problems (work and home) -- till things had blown over.

I made a huge leap in the area of leadership when I apologized to my peer, and vowed to stick with others when they experience problems.

Thanks Ron. I really appreciate your comment. Having been on both ends myself, I know it is an easy thing to do - sometimes because we just don't know what to do - but it's not very helpful and often damaging when you're on the receiving end. May we all handle it the way you did.