Business Relationship Management (BRM) goes beyond the management of simple operational processes: BRM is the art of placing human relationships at the heart of organizational success.

By establishing authentic connections between various stakeholders, both internal and external, BRM transforms silos into collaborations and converts challenges into opportunities. The strength of human relationships then becomes a powerful engine for collective success. An organization with robust BRM is not only efficient; it is engaged, agile, and ready to face challenges thanks to its solid connections. And even if your organization doesn't have an "official" BRM, managing human relationships among colleagues, within, and between teams is a responsibility that falls on every leader.

Do you want to learn more about BRM to gradually integrate it into your leadership practices and apply this strategic concept? Let me introduce you to Martin and Justine, two leaders with different but complementary approaches.

Strategic and Relational Objectives, Not Only Operational

Martin focuses primarily on the performance and operations of his team. He sets internal goals related to productivity, deadlines, and budget management, without paying much attention to interactions beyond his immediate scope. For example, if a problem arises in another department, he only intervenes if it directly affects his colleagues.

Justine, on the other hand, while ensuring the performance and results of her team, places crucial importance on aligning relationships with internal and external stakeholders. If the sales team encounters difficulties with a new software, she does not hesitate to organize a meeting between sales and IT to resolve the problem before it impacts overall performance. For Justine, each interaction is a strategic opportunity to strengthen collaboration.

Breaking down Silos and Aligning Strategies

Martin limits his interactions to his team and superiors. At interdepartmental meetings, he rarely sees the point of getting involved in discussions that go beyond his immediate scope. For example, if HR proposes a new initiative to improve the onboarding of new employees, he doesn't get involved, believing it's not his responsibility.

Justine, on the contrary, plays a central role in coordination between departments. When launching a cross-functional project (HR, IT, Marketing), she sets up regular meetings to align teams on common objectives. She clarifies roles, adjusts expectations and organizes co-creation workshops to find solutions together. Justine ensures that each stakeholder, including external parties, contributes to the organization's collective strategy.

Proactive Relationship Management and Change Mastery

Martin maintains a good relationship with his team, but only intervenes in conflicts or relational needs when it becomes unavoidable. His relationship management is often reactive and limited to his own scope.

Justine, she makes relationship management a priority. She anticipates the needs of stakeholders and implements strategies to prevent conflicts. For example, when a reorganization is announced, she takes the lead by organizing meetings with each department concerned to prepare teams for the change. This helps create a climate of trust and alignment, while facilitating the transition.

Cross-Functional Strategic Alignment

For Martin, value creation is directly linked to internal efficiency. He focuses on achieving his team's objectives, without seeking to understand how this fits into the collective efforts of the organization. If a new strategy to improve the customer experience is implemented, he applies it only to his team, without being interested in interactions with other departments.

Justine, on the other hand, takes a more holistic approach. She holds cross-departmental meetings to ensure each department is working in harmony toward a common goal. For example, on an initiative to improve the customer experience, she facilitates collaboration between sales, customer service, and operations to maximize impact at all levels of the organization.

The BRM-oriented leader, like Justine, does not just manage their team: they become a strategist of relationships, creating strong links between stakeholders, anticipating needs, and facilitating collaboration. This approach allows the organization to operate more agilely, proactively, and coherently, where relationships become a strategic lever for sustainable success.