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Building good relationships at work can propel you to your next promotion at work.  Building bad relationships with others can end your current career path with your current company.  Are you playing well with others? 

One thing that I've always heard from fellow business owners is that they wonder how they can maintain better vendor relationships.  I've included a few pointers that I think will be helpful in maintaining and building long lasting vendor relationships.    

You can submarine your career and work relationships by the actions you take and the behaviors you exhibit at work. No matter your education, your experience, or your title, if you can't play well with others, you will never accomplish your work mission.

Effective work relationships form the cornerstone for success and satisfaction with your job and your career. How important are effective work relationships? Effective work relationships form the basis for promotion, pay increases, goal accomplishment, and job satisfaction.

The Gallup Organization studied indicators of work satisfaction. They found that whether you have a best friend at work was one of the twelve key questions that predicted job satisfaction.

A supervisor in a several hundred person company quickly earned a reputation for not playing well with others. He collected data and used the data to find fault, place blame, and make other employees look bad. He enjoyed identifying problems but rarely suggested solutions.

He bugged his supervisor weekly for a bigger title and more money so he could tell other employees what to do. When he announced he was job hunting, not a single employee suggested that the company take action to convince him to stay. He had burned his bridges.

These are the top seven ways you can play well with others at work. They form the basis for effective work relationships. These are the actions you want to take to create a positive, empowering, motivational work environment for people.

Tips on Maintaining Good Vendor Relationships

Explain your business goals.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Assign a dedicated manager.

Put everything in writing.

Request progress reports.

Plan in advance.

Train vendors to meet your needs.

Avoid the blame game.

Be reasonable.

Show loyalty.

Show some goodwill.

Be chummy.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Select a team leader or project manager to keep track of each vendor. This manager should check in with frequent phone calls and site visits to solicit feedback from the vendor. Remember: phone calls are more personal than e-mails, while site visits will go even further to bolster your confidence in the vendor and let them know that they are an important part of the team. This person should respond to any vendor questions and concerns promptly and make sure to keep the lines of communication flowing.

Put everything in writing.

Request progress reports.

Plan in advance.

Train vendors to meet your needs.

Avoid the blame game.

Be reasonable.

Show loyalty.

Show some goodwill.

Be chummy.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Select a team leader or project manager to keep track of each vendor. This manager should check in with frequent phone calls and site visits to solicit feedback from the vendor. Remember: phone calls are more personal than e-mails, while site visits will go even further to bolster your confidence in the vendor and let them know that they are an important part of the team. This person should respond to any vendor questions and concerns promptly and make sure to keep the lines of communication flowing.

When establishing a vendor relationship make sure to put everything-responsibilities, best practices, expected volume, payment receipts-in writing. Follow up all verbal communications and requests with e-mails. This will help you avoid any misunderstandings or miscommunications.

Request progress reports.

Plan in advance.

Train vendors to meet your needs.

Avoid the blame game.

Be reasonable.

Show loyalty.

Show some goodwill.

Be chummy.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Select a team leader or project manager to keep track of each vendor. This manager should check in with frequent phone calls and site visits to solicit feedback from the vendor. Remember: phone calls are more personal than e-mails, while site visits will go even further to bolster your confidence in the vendor and let them know that they are an important part of the team. This person should respond to any vendor questions and concerns promptly and make sure to keep the lines of communication flowing.

When establishing a vendor relationship make sure to put everything-responsibilities, best practices, expected sales volume, payment receipts-in writing. Follow up all verbal communications and requests with e-mails. This will help you avoid any misunderstandings or miscommunications.

Schedule periodic and detailed progress reports from the vendor. These reports will give you a clear insight into how the business is growing, bring to light any glitches or problems early on, and allow you to resolve any issues before they become big problems.

Plan in advance.

Train vendors to meet your needs.

Avoid the blame game.

Be reasonable.

Show loyalty.

Show some goodwill.

Be chummy.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Select a team leader or project manager to keep track of each vendor. This manager should check in with frequent phone calls and site visits to solicit feedback from the vendor. Remember: phone calls are more personal than e-mails, while site visits will go even further to bolster your confidence in the vendor and let them know that they are an important part of the team. This person should respond to any vendor questions and concerns promptly and make sure to keep the lines of communication flowing.

When establishing a vendor relationship make sure to put everything-responsibilities, best practices, expected sales volume, payment receipts-in writing. Follow up all verbal communications and requests with e-mails. This will help you avoid any misunderstandings or miscommunications.

Schedule periodic and detailed progress reports from the vendor. These reports will give you a clear insight into how the business is growing, bring to light any glitches or problems early on, and allow you to resolve any issues before they become big problems.

It's important to respect your vendors' time and resources. Delays on your end or last minute alterations can affect their profit margins and strain the relationship. Similarly, pay on time and if you can't, explain to the vendor why, reschedule the payment, and don't flake out again.

Train vendors to meet your needs.

Avoid the blame game.

Be reasonable.

Show loyalty.

Show some goodwill.

Be chummy.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Select a team leader or project manager to keep track of each vendor. This manager should check in with frequent phone calls and site visits to solicit feedback from the vendor. Remember: phone calls are more personal than e-mails, while site visits will go even further to bolster your confidence in the vendor and let them know that they are an important part of the team. This person should respond to any vendor questions and concerns promptly and make sure to keep the lines of communication flowing.

When establishing a vendor relationship make sure to put everything-responsibilities, best practices, expected sales volume, payment receipts-in writing. Follow up all verbal communications and requests with e-mails. This will help you avoid any misunderstandings or miscommunications.

Schedule periodic and detailed progress reports from the vendor. These reports will give you a clear insight into how the business is growing, bring to light any glitches or problems early on, and allow you to resolve any issues before they become big problems.

It's important to respect your vendors' time and resources. Delays on your end or last minute alterations can affect their profit margins and strain the relationship. Similarly, pay on time and if you can't, explain to the vendor why, reschedule the payment, and don't flake out again.

Don't assume that vendors know your company's unique needs. Determine if training might be necessary. The additional expense will be worth it.

Avoid the blame game.

Be reasonable.

Show loyalty.

Show some goodwill.

Be chummy.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Select a team leader or project manager to keep track of each vendor. This manager should check in with frequent phone calls and site visits to solicit feedback from the vendor. Remember: phone calls are more personal than e-mails, while site visits will go even further to bolster your confidence in the vendor and let them know that they are an important part of the team. This person should respond to any vendor questions and concerns promptly and make sure to keep the lines of communication flowing.

When establishing a vendor relationship make sure to put everything-responsibilities, best practices, expected sales volume, payment receipts-in writing. Follow up all verbal communications and requests with e-mails. This will help you avoid any misunderstandings or miscommunications.

Schedule periodic and detailed progress reports from the vendor. These reports will give you a clear insight into how the business is growing, bring to light any glitches or problems early on, and allow you to resolve any issues before they become big problems.

It's important to respect your vendors' time and resources. Delays on your end or last minute alterations can affect their profit margins and strain the relationship. Similarly, pay on time and if you can't, explain to the vendor why, reschedule the payment, and don't flake out again.

Don't assume that vendors know your company's unique needs. Determine if training might be necessary. The additional expense will be worth it.

It's inevitable that mistakes will happen that may even result in lost business or clients, but don't over react or jump to conclusions. State the problem without assigning blame and trust that it will be corrected.

Be reasonable.

Show loyalty.

Show some goodwill.

Be chummy.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Select a team leader or project manager to keep track of each vendor. This manager should check in with frequent phone calls and site visits to solicit feedback from the vendor. Remember: phone calls are more personal than e-mails, while site visits will go even further to bolster your confidence in the vendor and let them know that they are an important part of the team. This person should respond to any vendor questions and concerns promptly and make sure to keep the lines of communication flowing.

When establishing a vendor relationship make sure to put everything-responsibilities, best practices, expected sales volume, payment receipts-in writing. Follow up all verbal communications and requests with e-mails. This will help you avoid any misunderstandings or miscommunications.

Schedule periodic and detailed progress reports from the vendor. These reports will give you a clear insight into how the business is growing, bring to light any glitches or problems early on, and allow you to resolve any issues before they become big problems.

It's important to respect your vendors' time and resources. Delays on your end or last minute alterations can affect their profit margins and strain the relationship. Similarly, pay on time and if you can't, explain to the vendor why, reschedule the payment, and don't flake out again.

Don't assume that vendors know your company's unique needs. Determine if training might be necessary. The additional expense will be worth it.

It's inevitable that mistakes will happen that may even result in lost business or clients, but don't over react or jump to conclusions. State the problem without assigning blame and trust that it will be corrected.

Low balling your quotes and expecting something for nothing is a bad way to maintain a good vendor relationship.

Show loyalty.

Show some goodwill.

Be chummy.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Select a team leader or project manager to keep track of each vendor. This manager should check in with frequent phone calls and site visits to solicit feedback from the vendor. Remember: phone calls are more personal than e-mails, while site visits will go even further to bolster your confidence in the vendor and let them know that they are an important part of the team. This person should respond to any vendor questions and concerns promptly and make sure to keep the lines of communication flowing.

When establishing a vendor relationship make sure to put everything-responsibilities, best practices, expected sales volume, payment receipts-in writing. Follow up all verbal communications and requests with e-mails. This will help you avoid any misunderstandings or miscommunications.

Schedule periodic and detailed progress reports from the vendor. These reports will give you a clear insight into how the business is growing, bring to light any glitches or problems early on, and allow you to resolve any issues before they become big problems.

It's important to respect your vendors' time and resources. Delays on your end or last minute alterations can affect their profit margins and strain the relationship. Similarly, pay on time and if you can't, explain to the vendor why, reschedule the payment, and don't flake out again.

Don't assume that vendors know your company's unique needs. Determine if training might be necessary. The additional expense will be worth it.

It's inevitable that mistakes will happen that may even result in lost business or clients, but don't over react or jump to conclusions. State the problem without assigning blame and trust that it will be corrected.

Low balling your quotes and expecting something for nothing is a bad way to maintain a good vendor relationship.

When you're loyal to your vendor by consistently giving them business and sticking with them through mistakes, misunderstandings or mis-communications, they may return the favor by offering discounts and incentives. If you are considering alternative vendors, under no circumstances should you let your current vendor know that. It may seem like a good way to negotiate for lower prices, but you risk your vendor feeling slighted.

Show some goodwill.

Be chummy.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Select a team leader or project manager to keep track of each vendor. This manager should check in with frequent phone calls and site visits to solicit feedback from the vendor. Remember: phone calls are more personal than e-mails, while site visits will go even further to bolster your confidence in the vendor and let them know that they are an important part of the team. This person should respond to any vendor questions and concerns promptly and make sure to keep the lines of communication flowing.

When establishing a vendor relationship make sure to put everything-responsibilities, best practices, expected sales volume, payment receipts-in writing. Follow up all verbal communications and requests with e-mails. This will help you avoid any misunderstandings or miscommunications.

Schedule periodic and detailed progress reports from the vendor. These reports will give you a clear insight into how the business is growing, bring to light any glitches or problems early on, and allow you to resolve any issues before they become big problems.

It's important to respect your vendors' time and resources. Delays on your end or last minute alterations can affect their profit margins and strain the relationship. Similarly, pay on time and if you can't, explain to the vendor why, reschedule the payment, and don't flake out again.

Don't assume that vendors know your company's unique needs. Determine if training might be necessary. The additional expense will be worth it.

It's inevitable that mistakes will happen that may even result in lost business or clients, but don't over react or jump to conclusions. State the problem without assigning blame and trust that it will be corrected.

Low balling your quotes and expecting something for nothing is a bad way to maintain a good vendor relationship.

When you're loyal to your vendor by consistently giving them business and sticking with them through mistakes, misunderstandings or miscommunications, they may return the favor by offering discounts and incentives. If you are considering alternative vendors, under no circumstances should you let your current vendor know that. It may seem like a good way to negotiate for lower prices, but you risk your vendor feeling slighted.

Don't get into the habit of asking for outrageous requests or favors from your vendors. But when you do occasionally, show some good will by offering some easier jobs, throwing them more business, giving them referrals, and understanding that they may not always be able to accommodate immediate or unexpected requests.

Be chummy.

It's critical at the start of any vendor relationship to communicate your goals, business vision, and your expectations. When a vendor understands how important customer service is to you, for example, they will be encouraged to work harder in that area. Knowing your goals will help them make the best decisions in your favor.

Select a team leader or project manager to keep track of each vendor. This manager should check in with frequent phone calls and site visits to solicit feedback from the vendor. Remember: phone calls are more personal than e-mails, while site visits will go even further to bolster your confidence in the vendor and let them know that they are an important part of the team. This person should respond to any vendor questions and concerns promptly and make sure to keep the lines of communication flowing.

When establishing a vendor relationship make sure to put everything-responsibilities, best practices, expected sales volume, payment receipts-in writing. Follow up all verbal communications and requests with e-mails. This will help you avoid any misunderstandings or miscommunications.

Schedule periodic and detailed progress reports from the vendor. These reports will give you a clear insight into how the business is growing, bring to light any glitches or problems early on, and allow you to resolve any issues before they become big problems.

It's important to respect your vendors' time and resources. Delays on your end or last minute alterations can affect their profit margins and strain the relationship. Similarly, pay on time and if you can't, explain to the vendor why, reschedule the payment, and don't flake out again.

Don't assume that vendors know your company's unique needs. Determine if training might be necessary. The additional expense will be worth it.

It's inevitable that mistakes will happen that may even result in lost business or clients, but don't over react or jump to conclusions. State the problem without assigning blame and trust that it will be corrected.

Low balling your quotes and expecting something for nothing is a bad way to maintain a good vendor relationship.

When you're loyal to your vendor by consistently giving them business and sticking with them through mistakes, misunderstandings or miscommunications, they may return the favor by offering discounts and incentives. If you are considering alternative vendors, under no circumstances should you let your current vendor know that. It may seem like a good way to negotiate for lower prices, but you risk your vendor feeling slighted.

Don't get into the habit of asking for outrageous requests or favors from your vendors. But when you do occasionally, show some good will by offering some easier jobs, throwing them more business, giving them referrals, and understanding that they may not always be able to accommodate immediate or unexpected requests.

Don't be afraid to be friendly with your vendors. Try not to make every communication with them a serious one. The more you get to know their team and the more they think of you as a friend, the more good will they'll be willing to show you when you need it.