This post is written by Jessica Zeroual, Research & Human-Centered Design Advisor at Treasury Board of Canada Secretariat

  • The problem: Too often partners are treated unequally or rudely.
  • Why it matters: Bad relations stifle innovation.
  • The solution: These simple rules can help guide you to more kind interactions.

One of the fundamental needs we have as humans is connection. We build our personal and social lives around trying to surround ourselves with meaningful connections that help us grow, flourish and be our true authentic self. Why are we not so great at it in the workplace?

This is not to say that some individuals aren’t beautifully exemplifying what needs to be done to create meaningful partnerships with their stakeholders, colleagues, or within their team. But overall, we aren’t doing it well. Fortunately, the possibilities are endless to create and recreate the way forward. I find that I learn how to best reach others by learning from others.

Whether you're trying to create better policies, conduct research, design with users or build trust as an executive with your team, the key to success in building meaningful relationships will be to focus on the “how” more than “what”

Here are a few things I have integrated in my stakeholder engagement and partnerships approach. These are not meant to be prescriptive, but I hope it is good food for thought. These recommendations are not ranked in priority. You can choose just one or two and I bet you and whoever you are interacting with, might feel a bit better about the relationship.

Accessibility

You cannot be diverse before being inclusive. You cannot be inclusive before being accessible. We are living in a time where there is so much more information and opportunity to get educated about accessibility. Whether it’s history, language, set up or format, we can create an environment that brings people to the table with the most optimal setting.

It’s important to set yourself and others up to have an optimal interaction that leads to a future partnership. It’s an interaction before it is a relationship. It is a relationship before it’s a trusted partnership. Bulldozing in with traditional formats of consultation or engagement are not recommended because they historically isolate, create power dynamics and destabilize opportunities to build trust.

If you want to start building bridges and forging new paths, ask people what they need to show up at the table. Start from a place of empathy and see where your moral compass guides you.

Meet people where they’re at

We are often assigned files that prompt us to engage, engage, engage. To pursue organisational standards of connecting with partners in the ecosystem and beyond, we draft emails to prompt a meeting with a potential partner or stakeholder. We state our agenda and the expected outcome to the organisations we are reaching out to.

While I understand that many interactions are meant to contribute to advancing files, I do think we should take a step back and acknowledge that behind every mandate, there are people. Taking a moment to set the first meeting as a meet and greet to gauge partner willingness, readiness and openness will serve everyone in the long run. Additionally, it creates an environment where trust can flourish over time.

Time and follow-ups

I think there is always a benefit to give people time to think about interactions and follow up on their own terms. I am a huge advocate for following up after every meeting with a prompt message surrounding the discussion and next steps.

Giving people time to reflect and digest the discussion and interaction can allow for more accountability, ownership, and trust. This will help generate long-term and meaningful partnerships. Furthermore, I think it’s important that your follow up shows that your relationship is one you aim to be in for the long haul, beyond the singular file or mandate.

Leveraging and acknowledging strengths and opportunities

I work in an environment that promotes human-centered approaches, design and evidence-based research which means I can safely say that a lot of what I tackle requires me to leverage people’s strengths. I always try to acknowledge how my knowledge, skills and lived experience contribute and pat attention to where the gaps might be. Creating partnerships that leverage and support each others’ contributions makes for relationships that are beneficial for all. Do the personal work and think about what you bring to the table, and then humbly seek out information based on where you know you have gaps and limitations, and where you might make assumptions.

Personal touch

If you have met me, you know my personal signature is enthusiastic, dedicated and deeply rooted in a commitment to making this a more inclusive and equitable country to live, work, play and thrive in. I think people really enjoy interacting with others who show their authentic self in every interaction. I know I enjoy seeing it when I engage with others. Being your human and unique self is the biggest strength you bring to your team, file, and mandate. Let it shine.

As I mentioned before, the intention of this article is not to prescribe the perfect recipe for brokering relationships and partnerships. I am simply giving you some of the staple ingredients used in my own recipe. Whether you are trying to create better policies, conduct research, design with users or build trust as an executive with your team, the key to success in building meaningful relationships will be to focus on the “how” more than “what”. May your relationships and partnerships reflect a present and future you hope for in the workplace and beyond. — Jessica Zeroual

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