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interact daily and in critical areas. It is patterned after IBM leverages externally as the wheel of influence that we used in Chapter 9, “Influencer Value: The IBM Case Study.”

Figure 2

Figure o2.2 Personal wheel of influence.

Leverage this wheel to see where you need to strengthen or build those most important relationships. For instance, test out your work with your sales partner. In my current job, I have been blessed with two great partners whose relationships I truly value—Bob Guidotti and Richard Smith. Both are amazing sales leaders, and I learn from them and through them.

Building relationships and preserving those relationships always pays off. Even in this book, I think about the interviews that I’ve done and the people that I’ve had the opportunity to interview. They are almost all from a direct or an indirect relationship with a group of phenomenally talented people. If I had not kept those relationships, this book would not even have been possible. Figure out how to network and more importantly to make those influencers into references!

Key point: Focus on forming and nurturing lifetime relationships one at a time.

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