Criticality of Peer Relationships

Everything You Know About The Relationships Important to Your Success Might Be Wrong, and Here’s Why.

In business and organisations, the importance of relationships is agreed. However, the focus tends to be on vertical relationships—those with senior management and direct reports. But what if the real key to your success lies in horizontal relationships—those with your peers such as those in finance, IT, governance, and operations?

A Fresh Perspective on HR Leader Relationships

While most experts advocate for strengthening vertical relationships, horizontal relationships can be equally, if not more, impactful. Building strong peer relationships with leaders such as those in finance, IT, governance, and operations can create a more cohesive and efficient organisation. These relationships foster collaboration, innovation, and a unified approach to achieving organisational goals.

Its Not Always Easy

Navigating peer relationships at work can be stressful, especially as you move higher in the organisation, where the stakes and complexities increase. It's a paradox: the colleagues you rely on for collaboration and job satisfaction are also your competitors in a professional survival game (1).

In the workplace, we're often thrust into relationships out of necessity. We must work together harmoniously and efficiently to meet organizational goals. Over time, and with ambition, our peers may become our supervisors or subordinates (1).

IT and HR

An IT leader can support an HR leader by streamlining HR processes through automation, providing data analytics tools for informed decision-making, enhancing communication platforms, ensuring cybersecurity for sensitive employee data, supporting remote work technology, and collaborating on innovation and change management.

Finance and HR

An HR leader can collaborate with a finance leader to align HR strategies with financial goals, ensuring budget compliance and cost-effective HR initiatives. Together, they can analyze workforce data to optimize staffing levels and compensation plans, manage payroll efficiently, and develop financial forecasts for talent management. This partnership enhances strategic planning, improves financial decision-making, and ensures that HR initiatives support the organization's financial health.

Governance and HR

An HR leader can collaborate with governance and risk leaders to ensure compliance with regulations, mitigate organizational risks, and promote ethical practices. Together, they can develop and enforce policies that align with legal standards, conduct risk assessments to identify potential HR-related risks, and implement training programs to foster a culture of compliance and integrity. This partnership enhances organizational resilience, reduces legal liabilities, and supports a safe and ethical workplace.

So, how can we manage these potentially tricky yet crucial relationships?

Here are three strategies from my experience as an executive and coach:

1. Communicate Openly: Foster open and honest communication to build trust and understanding.

2. Set Boundaries: Clearly define professional boundaries to maintain respect and professionalism.

3. Seek Mutual Goals: Focus on shared objectives to align efforts and reduce competition.

A Call to Action

Ready to take your approach to HR leadership to the next level? Visit www.angelarichardson.com.au and discover how we can help you build relationships and make a difference in your organisation. Transform your HR strategy and drive organizational success through powerful, collaborative partnerships.

ABOUT THE AUTHOR - Angela Richardson

I have dedicated over 30 years to studying, practicing, and mentoring in leadership and change. Over my career I have had exposure to diverse organisations, many of which have been in states of significant change.

I am passionate about enabling others to succeed and sharing my knowledge to set individuals, teams and organisations up for success. I have a unique set of skills and experience in strategic people leadership, change management and HR technology transformation. My masters degree in organisational psychology and coaching qualifications, along with my experience in both public and private sectors set me apart.

I understand the challenges of leaders because I have been there. I know how hard it is to shift perspectives and dedicate time to growing for your own professional development but also for the benefit of your organisation.

Contact Angela, at angela@angelarichardson.com.au or on 0488 097 885

Source: (1) Amii Barnard-Bahn (2022) Navigating Peer Relationships While Climbing the Ladder. Harvard Business Review.