Managing Authentic Relationships; 17th century networking

Upward mobility – networking in the 17th century

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This blog post in Dutch/ deze blog post in het Nederlands

 

In the book Managing Authentic Relationships, the Deputy Director of the Hermitage Amsterdam Paul Mosterd writes about relationship management from a historic perspective. Mosterd covers this topic by describing what can be seen on four 17th century militia paintings from the Amsterdam Museum and Stedelijk Museum Alkmaar.

One of the paintings is used for the cover of the book, the other three can be found at the beginning of the three main parts of the book; ‘Authentic Relationships’, ‘Managing Relationships’ and ‘Successful Encounters’. The painting below by Pieter van Anraedt (made in 1675) marks the beginning of ‘Managing Relationships’. 

Managing Authentic Relationships; 17th century networking

The Regents of the Oudezijds Huiszittenhuis, Pieter van Anraedt, 1675, canvas 237 x 425 cm, collection Amsterdam Museum (on loan from the City of Amsterdam)

 

“It is said that at a dinner, Winston Churchill was seated next to a highly-decorated young man whom he did not immediately recognise. He asked the Sir with interest how he had earned his knighthood. The young man answered proudly that he was a painter. Churchill replied: ‘I see! Art is the easiest way up’.”

“This is upward mobility – an essential premise for networking. If you can’t climb the social ladder, networking is effectively pointless. Ferdinand Bol’s career is an appropriate example of what Churchill meant. He was an extremely successful and highly respected painter, yet it was only after his second wedding in 1669 that he made a real step forward. Anne van Erckel became his wife, and she was very wealthy. Overnight, Bol went from portraying to being portrayed. He was invited to enter the board of one of the city’s most prestigious charitable institutions.

The book about relationship management 'Managing Authentic Relationships 'He is sat at the table in a manner that a true economical regent should. He sits furthest on the left: alert, composed and self-assured. He is a board member, at the mayor’s request, of what we nowadays would call a food bank. These positions were honourable for rich citizens. Moreover, it was thought that wealthy board members would be less corrupt, or in any case would keep less money for themselves. Their pockets were already filled, that was the idea. The regents alongside Bol at the table demonstrate precisely why they are on this board: they are counting money. The motto is ‘show your virtues’. The painting is therefore a depiction of their skills, yet also an open application to more jobs, or perhaps even better jobs. The message is evident: ‘you can trust us’. It is a true testimonial. Of course, Bol knew this like no other. How many careers he had been able to lift with just one painting?”

 

Read other articles about the book Managing Authentic Relationships on our blog(s):
Managing Authentic Relationship is a book about relationship management and networking published by Amsterdam University Press:

A book about networking and relationship management

A book about relationship management

A professional relationship management requires professional ‘networkers’ as well as ‘Manager(s) of the Network’

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A book about relationship management

Dit artikel in het Nederlands

“It is often said that employees are responsible for building and maintaining their own network, because relationships are mostly based upon personal likings or functionalities. That is true, however from an organization-wide perspective there is also a need. Organizational networks should be sustainable and remain after the employee leaves the organization. By nature, all relationships can be seen as personal, but they are also crucial to and an inherent part of an organization.”

This quote from Chapter 10 of the book Managing Authentic Relationship, a chapter written by Gerty Smit of the Hotelschool The Hague university, is about a common misunderstanding in relationship management. A professional relationship management not only requires professional networkers but also a facilitator and enabler of the networkers, the so-called ‘Manager of the Network’. The networker in the organization will relate to the individual relations identified while the Manager of the Network has the overview to orchestrate the bigger – relationship – picture:

  • The networker: those internal stakeholders building and/or maintaining a network (this is a role; this can be almost every employee within an organization);
  • The Manager(s) of the Network of an organization: those responsible for the facilitation and management of the entire network of an organization.

“Being professionals, we are all networkers and we all have different ways of being part of a relationship. We all have different kind of working relations (in- and externally) and also one of more different networks we (more or less) participate in. People always know other people, in formal or informal relationships, while doing official tasks, but also during lunchtime or on a social occasion. This can lead to complications; the information that is shared can come from different perspectives but also with different purposes. Roles might be unclear or overlapping and the information that is shared might be lost because of that.”

Networks should not be shaped at random, but in such way that they contribute to the goal of the entire organization

“Networks should not be shaped at random, but in such way that they contribute to the goal of the entire organization. To achieve this, a network should be structured and transparent. Access to networks is shared among colleagues and the organization benefits from each other’s relationships.”

The book about relationship management 'Managing Authentic Relationships 'The Manager of the Network is there to serve this goal. The Manager of the Network serves the overall goal and purpose of the organization and is among others responsible for:

  • “Translating the overall strategy of an organization into a Networking Vision and Relationship Management Strategy and communicating this vision and strategy in the organization;
  • Mapping and managing the internal stakeholders, defining roles/responsibilities and assisting the Networking Teams in mapping and managing the external stakeholders;
  • Forming the Networking Teams: linking the networkers within the organization to the external stakeholders, those operating in the same network;
  • Measuring results, formulating the KPI’s and calculating the Return-on-Relationship;
  • Supporting the networking activities by making sure the CRM-system is fit to support the Relationship Management activities and used properly by the networkers, by developing basis-routines in mapping and managing external stakeholders and by developing a training program for the networkers;
  • Keep the overview of data management and all social media activities;
  • Developing networking activities such as networking events, newsletters etc.;
  • Keeping track of the external networking activities the organization is involved in.

To manage and facilitate a network in a coordinated way, the Manager(s) of the Network stimulates the networkers towards certain goals by dividing roles and tasks. A so-called transactional leadership transform the networkers by focusing on the importance of the Relationship Management and its purpose, as well as the added value of the networkers when working towards the Relationship Management objectives.”

 

Read other articles about the book Managing Authentic Relationships on our blog(s):
Managing Authentic Relationship is a book about relationship management and networking published by Amsterdam University Press:

A book about networking and relationship management

 

A book about relationship management

Relationship Management; the ‘eyes and ears’ of the organization

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A book about relationship managementDit artikel in het Nederlands

In the book Managing Authentic Relationships, Robert Collignon writes about the Relationship Management Strategy being a top-down approach as well as a bottom-up approach. The relationship management is the eyes and ears of the organization, for relationships are reciprocal.

The development of a Relationship Management Strategy is crucial to execute a successful relationship management and obtain strategic results from the investments in the relationship with the stakeholders. The relationship management also provides the organization with an antenna on key barriers, opportunities or connections among stakeholders from which the organization might benefit.

“Relationship Management can provide valuable input to the strategy of the organization such as:

  • What are key areas of interest to insiders (those within the network) and what are considered threats by outsiders (those outside the network)?
  • What is the current position of the organization as perceived by stakeholders?
  • What do stakeholders want to get out of the relation with the organization?
  • What activities are effective in building targeted relationships?
  • What are key requirements to achieve this?
  • Which relationships or stakeholder connections have become (more) important to the organization?
  • What are opportunities to fortify and deepen relationships to contribute to the longer-term vision of the organization?”

In the top-down approach the Manager of the Network can provide feedback, identity requirements and limitations and as such – via an iterative approach – improve the strategy. In the bottom-up approach the Manager of the Network can actively feed the strategy debate by playing back insights derived from the network of the organization. Constructive participation of the Manager of the Network in the strategy debate of the organization requires the manager to synthesize the ‘noise from the network’ into valuable insights to the organization.”

This topic is discussed in Chapter 4 of the book Managing Authentic Relationships, which was published by Amsterdam University Press in March this year. Chapter 4 is about the development of a Relationship Management Strategy and the role of the Manager of the Network in the strategy debate of an organization. The Manager of the Network is the one facilitating effective networking activities within the organization.

 

Read other articles about the book Managing Authentic Relationships on our blog(s):
Managing Authentic Relationship is a book about relationship management and networking published by Amsterdam University Press:

A book about relationship management

 

Banquet of Guardsmen from the District IV under Captain Jacob Backer and Lieutenant Jacob Rogh, Nicolaes Pickenoy, 1632 (detail), canvas, 198 x 531 cm, collection Amsterdam Museum

What we can learn from 17th century networking; small closed trust-based networks

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This article in Dutch / dit artikel in het Nederlands

 

In March, Amsterdam University Press published the book Managing Authentic Relationships; Facing New Challenges in a Changing Context. A book about networking and relationship management written by Jean Paul Wijers, Monica Bakker, Robert Collignon and The book about relationship management 'Managing Authentic Relationships 'Gerty Smit and with contributions by among others Prof. René Foqué, Paul Mosterd, Paul Spies and Tom Verbelen. The book focuses on building and managing a strong network and reciprocal relationships for the entire organisation by implementing a professional relationship management approach at strategic, tactical and operational level. The book is written for those who have the responsibility within an organisation for the management of a professional business network.

The cover of the book is a 17th century militia painting by Nicolaes Pickenoy. It is a painting of the Amsterdam Museum, currently at display at the permanent exhibition ‘Portrait Gallery of the Golden Age‘ at the Hermitage Amsterdam. In the book Managing Authentic Relationships there are three more militia paintings, all historic examples of successful networking. The Deputy Director of the Hermitage Amsterdam, Paul Mosterd, writes about it in the book:

“In the Netherlands, there are no larger militia paintings than the ones that are displayed in the Hermitage Amsterdam. They remind us of the Golden Age; a period in which trade and culture flourished in our country. Within just a few generations, an incredible economic boom occurred in the newly-established Dutch Republic. The wealthy and powerful citizens who were then in charge, had themselves eternalised in monumental paintings. Nowadays we see them as large, beautifully painted works of art. We can also decipher the codes and analyse the messages that are hidden in these artworks. The paintings served as a kind of LinkedIn on the wall for citizens at the time. They hung in semi-public buildings and were intended for observation and consideration.

The paintings served as a kind of 17th century LinkedIn

Militia members who contributed financially received a place in the painting. Being portrayed towards the front of the painting was relatively expensive and for a full-length depiction, you paid  full price. It was certainly worth it however, because a work of such prestige could boost your career. It was an opportunity to demonstrate your good citizenship and to show that you acknowledged your responsibility to the city. You could also indicate ‘where you came from’ as well as showing how well connected you were. “

In this video Paul Mosterd explains what can be seen on the militia paining by Nicolaes Pickenoy

 

In Chapter 1 ‘The Importance of Networks and Relationships‘, Monica Bakker also writes about networking in the 17th century: “The Amsterdam admiralty, which was the economic and administrative power in the city, consisted of several closed networks, most of them based on strong family ties. People from within the network where called “friends,” whereas people from outside the network were referred to as “outsiders.” As an outsider, it was profoundly difficult to become part of these networks. The members enhanced their interdependence by gifts, invitations, and favors that at some point it was assumed would be returned. The network ties were based on reciprocity and trust and aimed to strengthen the group’s own economic and social position within Amsterdam society.”

Future networks are like 17th century networks: small, closed high-trust based networks

The paintings are not only relevant as a historic example of networking, these provide us with a vision on the future of networking as well. A vision that is explained by Monica Bakker in Chapter 1: “The expectation of networks of the future is that they will be more closed and centered around a certain shared purpose in so-called high-trust value networks creating both social and financial capital to support their cause. So even while technological developments allow us to be in touch with an ever-wider range of people, the tendency is to use these new technological possibilities to create networks that are:

  • More personal.
  • More closed to outsiders.
  • Relatively small (to safeguard the self-generating power of the platforms).
  • Based on trust and reciprocity.

The seventeenth-century network of friends and outsiders probably looks very dated at first but it is actually coming back, just in a much more complex state, not bound to a shared geographical location and with less face-to-face interaction. Quite like in the decade of the Amsterdam admiralty, personal and organizational success will depend on networking power.”

 

Read other articles about the book Managing Authentic Relationships on our blog(s):
Managing Authentic Relationship is a book about relationship management and networking published by Amsterdam University Press:

The book about relationship management 'Managing Authentic Relationships '

 

 

Banquet of Guardsmen from the District IV under Captain Jacob Backer and Lieutenant Jacob Rogh, Nicolaes Pickenoy, 1632 (detail), canvas, 198 x 531 cm, collection Amsterdam Museum

New book published on 4 March: ‘Mutuality determines quality stakeholder network’

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Deze informatie in het Nederlands

Business relationships need to be sufficiently reciprocal and offer relevant benefits. When a relationship offers insufficient mutual interest, there is no balance in the cooperation. Although relationship management is based in part on fluid components such as chemistry, the eventual success of a network mainly depends on the professionalism and mutual strategic values, tactical execution and operational quality.

The book about relationship management 'Managing Authentic Relationships 'Those are some of the findings of the authors of the book ‘Managing Authentic Relationships; Facing New Challenges in a Changing Context’ that is presented on Monday 4 March. The book is published by Amsterdam University Pressand the Institute of Strategic Relationship Management (ISRM) in The Hague, the Netherlands, and is written by Jean Paul Wijers, Monica Bakker, Robert Collignon and Gerty Smit. The book focuses on those who have the responsibility within an organization for the management of a professional business network.

“As personal relationships become more important in our accelerating and digitizing world, it is a huge benefit to finally have a book that defines relationship management as a true and required profession in any organization.” – Janine Dijkmeijer, CEO of the Nederlands Dans Theater

Effective and agile

Strategic relationship management is a crucial condition for the success of organizations, the authors present. ‘Managing Authentic Relationships’ describes an approach to relationship management that contributes to the achievement of strategic objectives of an organization:

  • The development of a relationship management strategy.
  • The right approach for the complex management of relations.
  • Management by tangible results; the Return-on-Relationship.
  • Clear internal responsibility for the relationship management.
  • The right supervision for the transition to a modern network organization.
  • The development of the strong networking competencies and measurable, effective networking meetings.

Authenticity

Although mutual interests are the foundation of every professional business relationship, authenticity is crucial, the authors write in the book. This is all about concepts such as integrity, transparency and reliability. ‘The wish to squeeze as much as possible out of the relationship harms the relationship and increases distance and distrust’, the authors describe.

Managing Authentic Relationshipsdescribes the paradox that occurs; relationships develop best in the absence of a previously stated goal and a strict timetable, but relationship management means setting goals and creating a plan.

“This book on strategic relationship management is mandatory literature for all who want to constructively build a world based on sustainable mutual benefits, where commerce blossoms and peace prevails.” – Dick Berlijn, former Commander in Chief of the Dutch Armed Forces

High-trust Value Networks

In the future more and more networks are based on a good combination of confidence and added business value. ‘In our current time, uncertainty and change are become the new normal’, the authors claim. ‘Long-term trust relationships provide the support, protection and resilience that characterize the ‘High-trust Value Networks’ of the future. Where contracts and procedures sometimes complicate the relationship, trust reduces the complexity of relationships and increases the agility of the parties involved needed to achieve joint common goals and solutions.’

The authors also identify the common mistake that organizations do not start expanding their network until they find themselves in need of. ‘Make friends before you need them’, the authors claim. ‘People rightly wonder about the sincerity of your intentions. By that time, the network should already be in place and have a solid basis of reciprocity and trust.’

“This valuable book is about the lost art of personal attention; Very important in building networks and relationships!” – Alexandra Messervy, Founder and Chief Executive of The English Manner, formerly of the Royal Household of HM the Queen

Presentation on 4 March

On 4 March 2019 the book is officially presented at a meeting in the Hermitage Amsterdam, in front of the painting on the cover of the book. During that launch there will be a discussion on the usefulness of maintaining a strong network and the need for a professional relationship management with:

  • General Dick Berlijn, former Commander in Chief of the Dutch Armed Forces
  • Janine Dijkmeijer, CEO Nederlands Dans Theater
  • Tanja Dik, Director of Consumer Products & Services at Royal Schiphol Group
  • And Paul Mosterd, Deputy Director Hermitage Amsterdam.

 The book about relationship management 'Managing Authentic Relationships '

 

 

Consultancy and training 

The ISRM consultancy and training help organizations in the transition to a modern and effective network organization that employs a purposeful and structured relationship management policy. Professional relationship management ensures that a network contributes to the achievement of an organization’s targets, providing access to the right networks and creating mutual relations with the right people.

Postgraduate program

In addition, ISRM organizes the postgraduate training program ‘Strategic Relationship Management’ for professionals who are responsible for the management and development of network management within organizations;

–       From 3 to 7 June (1 week, 5 training days) in Brussels (in English)

–       And from 18 September (6 training days in 2 months) in Amsterdam (in Dutch).

Diplomat Magazine: Amsterdam University Press publishes a new book about networking, relationships and relationship management

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Diplomat Magazine: Amsterdam University Press publishes a new book about networking, relationships and relationship management ‘Managing Authentic Relationships; Facing New Challenges in a Changing Context’.

Many organizations are currently undergoing the transition to a more flexible network organization aimed at improving collaboration, both internally and externally. A solid and profitable network is one of the key prerequisites for (business) success, but the development of professional relationship management is new and complex.
Managing Authentic Relationships describes a professional relationship management that provides access to the right networks:

  • The development of a relationship management strategy.
  • Management by tangible results; the Return-on-Relationship.
  • The right approach for the complex management of relations.
  • Clear internal responsibility for relations management.
  • The right supervision for the transition to a modern network organization.
  • The development of the right networking competencies and measurable, effective meetings.

Keep on reading: diplomatmagazine.nl

#networking #networks #relations #relationships #relationshipmanagement #relationshipmarketing

‘Managing Authentic Relationship; Facing New Challenges in a Changing Context’

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The book about relationship management 'Managing Authentic Relationships 'We are proud to announce the publication of the book ‘Managing Authentic Relationship; Facing New Challenges in a Changing Context’ by Amsterdam University Press in March this year.

This new book about relationship management focuses on building and managing a strong network and reciprocal relationships for the entire organisation by implementing a professional relationship management approach at strategic, tactical and operational level.

The book also offers a holistic view. Managing authentic relationships requires a shared understanding of what relationships are. It is impossible to develop succesful relationship management without authentic relationships based on trust and reciprocity.

‘Managing Authentic Relationship’ has been written by Jean Paul Wijers, Monica Bakker, Robert Collignon and Gerty Smit. Prof. René Foqué wrote an introduction and Franck Erkens the foreword. Other contributors are Marike Dragt, Boukje de Haan, Paul Mosterd, Paul Spies and Tom Verbelen. For the book we interviewed Janine Dijkmeijer, Marielle Konings, Alexandra Messervy and Rutger van Nouhuijs.

Banquet of Guardsmen from the District IV under Captain Jacob Backer and Lieutenant Jacob Rogh, Nicolaes Pickenoy, 1632 (detail), canvas, 198 x 531 cm, collection Amsterdam Museum