Here's how you can foster strong relationships with key decision-makers in your organization.

The basis of a great relationship is mutual trust. It enables openness, innovation and real collaboration whatever the hierarchy. In our book Choose Trust we name three key dimensions to trust, and one of these is Capability. This is not just about being competent, but concerns the collective capability of those involved in the relationship. The ambition should be for far greater value to be created together. If you are more junior, then being really clear on the outcomes and issues which your decision-maker is focused on means you're able to build trust by focusing on how your competency enhances their ability to achieve those outcomes. This is less about roles than ambitions, and this applies whether they are colleagues or clients.

Nurture and Maintain Relationships: Stay in touch regularly: Maintain regular communication with key decision-makers through brief updates, relevant information, or well wishes. Express gratitude and appreciation: Acknowledge their support, guidance, or contributions with genuine expressions of gratitude. Celebrate successes together: Recognize and celebrate team achievements and successes that involve key decision-makers. Seek feedback and continuous improvement: Actively seek feedback from key decision-makers to identify areas for personal and professional growth.

I was new to a company and needed to build relationships with key decision-makers quickly. I started by understanding their roles and responsibilities. By doing my homework and learning what each leader cared about, I could tailor my interactions to align with their priorities. This not only showed respect but also made my contributions more relevant. Over time, these efforts paid off as I became a trusted advisor, which was crucial for getting my initiatives supported.

Showing initiative demonstrates to your desire and readiness to grow. Its showing a huge green light to your stakeholders. Here are some tips how to show initiative: 1. Identify opportunities: show a willingness to get involved in work that supports the company's strategic goals. This could involve volunteering for a new project, offering to take on additional responsibilities, or suggesting innovative solutions to problems. 2. Take ownership: When you're given a task or project, take ownership of it and see it through to completion. 3. Be proactive: Don't wait for someone to tell you what to do. Instead, take initiative by identifying areas where you can improve processes, streamline workflows, or introduce new ideas.

Clearly communicating your value is essential when building relationships with decision-makers. I once worked on a project where the results weren’t immediately visible. To ensure that leadership understood the impact, I regularly shared updates and highlighted how our work was driving key metrics. By consistently demonstrating the value of our efforts, I was able to secure continued support and resources. Transparent communication about contributions helps reinforce your role and importance in the organization.

It's not what you say it's what you do and how you do it that matters. And whether you do it consistently. That's true for leaders, and all colleagues. The critical ambition for great relationships is to build mutual trust, so that there can be openness, vulnerability and greater ambition together. The keys to this are clarity about what you are there to achieve, then character - which are the behaviours that you demonstrate. If these consistently demonstrate loyalty to the ambition, high levels of integrity and strong demonstration of values, then trust will be maintained and grown. The final key is joint capability. Being clear about who does what, why and how you work together will provide certainty, which also builds trust.

Consistency in performance and communication builds trust. In a past role, I made it a point to consistently deliver on my promises and keep key decision-makers informed. Whether it was through regular progress reports or quick updates on critical issues, my reliability became a hallmark of my work. This consistency reassured leaders that they could depend on me, strengthening our working relationship and paving the way for greater influence and responsibility.

Decision-makers value problem-solvers. I remember a time when our team faced a significant operational challenge. Instead of merely pointing out the problem, I took the initiative to research and propose a few potential solutions. Presenting well-thought-out options not only showcased my analytical skills but also my dedication to resolving issues. This proactive problem-solving approach earned the respect of the leadership team and demonstrated that I was invested in the organization’s success.

Building strong relationships with key decision-makers often involves understanding the broader organizational culture and politics. In one of my roles, I made an effort to learn about the informal networks and key influencers within the company. I attended company events, engaged in cross-departmental projects, and observed the dynamics at play. This deeper understanding allowed me to navigate the organization more effectively and identify the right moments to engage with decision-makers. Recognizing and respecting the nuances of organizational culture can enhance your ability to connect with leaders and influence decisions positively.

Be curious! Pay attention to what is happening in other areas of the company and ask the leader specific questions. There may be a way for you to tie in your achievements to the conversation. Being curious about other areas of the company and how they align serves to position you more strategically. Offer to be a resource to help with their team with your area of expertise if needed. Be sure to follow though on what is asked of you. Folks who can see the bigger picture and are curious about other areas of the company are often tapped for strategic projects. Strategic projects usually give you more time with key decision makers.