Introduction
Building relationships in business can play an essential part for the success of the business. Great business relationships can open ways for introduction to potential investors, customers, advisers among others. However, creating a bond in business in no mean task; relationships need much trust and rapport which require consistent over time (Dirks, 2001). To nurture and develop good business relationships, there are a multiple methods that can assists achieve this objective.
The leader should be helpful; in any particular situation, people like to have relationships from those they can get help. The leader should have such attributes as it helps lay a robust network of friends and strengthen the leader at the same time. Through offering relevant and mutually beneficial information such as feedback, advice, events and articles among others may be quite helpful to the other party which significantly promotes the contact of the business (Kenis, 2002). Keeping the colleague posted on the latest happening on one's side. A leader should always be sending what he or she been up to in the organization. The briefing makes people not to lose touch.
The leader should also learn to keep people engaged. People tend to be busy; the manager should beat this by always engaging the relevant friends through means as a social media by updating on the relevant issues friend want to hear, checking on them through mail by asking them the relevant questions. The contact is maintained even longer (Kenis, 2002). The leader should be visible as much as possible. He should be reminding people what he is up to by being visible to them.
The advancement in technology and international trade treaties have enhanced business to be carried out in various countries. International corporations have managed to extend business territories beyond continental borders. The global relations do play a pivotal role in determining the success of the business, factors such as having good Intercultural Communication, Emotional Competence and Social Capital. Social capitals work to remind the colleagues the need to work together despite the geographical barrier while the emotional competence offers an insight as to why the issue should be have strengthened (Moeller, 2011).
References
Dirks, K. &. (2001). The role of trust in organizational settings. Organization , 67-98.
Kenis, P. &. (2002). How organizational field networks shape interorganizational. Academy of Management Review , 251-308.
Moeller, M. H. (2011). Developing Effective Global Relationships Through Staffing with in Partite Managers: The Role of Interpersonal Trust. Journal of International Management , 4-32.
