Connections vs. Relationships

The word “connection” is defined as: a link or bond; an association; a person with whom one is associated. You make a connection with someone. You meet them, and then you know one another. Simple networking will help you to make connections.

Molly Cartmill, Sempra Energy's director of Corporate Community Partnerships, says relationships are critical to an organization's success.

The word “relationship,” on the other hand, is defined as: a natural or logical association between two or more people or things; the connection of persons by blood, marriage or interest areas; kinship. You build a relationship with someone; you learn to trust one another over time; and you find ways to help one another. Building a relationship is much more complicated. It requires mutual interest, effort and benefit.

If you run a non-profit organization or company that interfaces with the public, which is more sustainable over the long-term: a connection or a relationship?

Businesses and non-profits alike can strengthen competitive advantage once they understand that competency in building and sustaining trusting relationships is critical. Organizations that are strong in this competency are often more financially stable and better perceived externally. They often enjoy a broad circle of stakeholders who will help when needed because they understand and agree with the organization’s purpose, believe in its strategic intent and have conviction in its cause.

But making and sustaining relationships requires a strategy. So, where do you begin?

• Build a relationship database. Map the people you know. Determine if you have a connection or a relationship with each. Map the people you don’t know. Determine if you need a connection or relationship with each. Determine who is critical to your success and why.
  
  
• Develop a relationship strategy. Who in your organization will serve as the primary contact for each key relationship? How will you approach people you identify as critical to your success? How can you turn a connection into a sustainable relationship?
  
  
• Increase your communications. Your relationship strategy won’t be successful without communications. Market your organization and its successes. Market your challenges and your needs. Be concise, strategic and demonstrate the relevance of your issues to folks you consider critical to your organization.
  
  
• Give back. Relationships are sustained by mutual consent. It’s a two-way street. You can’t always ask for help and never contribute anything back to the relationship. If you need someone’s help, seek out ways you can give back and help them as well.

Connections, then, are superficial. It’s relationships that rule. So get aggressive, reach out and “compete” with your counterparts in the field of relationship management. Once you formalize a strategy, you will begin to build relationship equity over time, strengthen your foothold in the community and sustain your organization when times get tough.