In your relationship with other people, do you take into consideration how they may feel about what you do and say to them? Can you read people well and approach them in ways that generate the best outcome for them? Do you make sure that everybody agrees and is happy with your decisions? Effective leaders need the right amount of Interpersonal Sensitivity. Too much, and they’ll compromise the team’s objectives; too little, and they’ll demotivate their followers.
We’ve observed and advised dozens of pitch and review meeting rehearsals and far too many focus exclusively on data and rational evidence. Of course these are vital: but also necessary is an understanding of psychology and decision making on the other side of the table. This component becomes more important as the number of strategies proliferates and competition intensifies.
Research and our observation through working with many senior individuals suggests that one of the factors affecting the gender pay gap is women’s tendency to not negotiate their salaries and avoid asking for pay rises. Carolina Perez Sanz sits down with James Patrick and Pierre Morgan-Davies in a Q&A about the differences between men and women when negotiating.
Our team of advisors in London, who have extensive experience working with both asset managers and research houses, unpick the intricate nature of the current problem and offer a ‘back to basics’ approach as a possible way forward.
One of the keys to success in the workplace is our ability to foster strong relationships with the critical stakeholders around us. Great relationships start with a good rapport. For some this comes naturally, but for many it’s not so easy.