|
Mentoring is an exciting peer-to-peer professional development program specifically designed to help BRMI members improve their leadership and BRM skills.
|
Yes, YOU! We want to hear about your experiences, observations, events, success, failures, insights, and encounters as a BRM!
>>Type away.
|
|
|
September 2015
|
|
One of the fantastic benefits of the BRM Explorers™ membership is this monthly periodical, which is chock-full of data, insights, and perspective that are absolutely essential for today's Business Relationship Managers. If you are a member, we hope you thoroughly enjoy this month's edition. Be sure to forward it to other members of your team who could benefit from joining BRM Explorers™, our FREE membership!
Are you new to the field of business relationship management? Did someone share this newsletter with you? Are you curious to learn more? If the answer to any of those questions is yes, get ready to embark on the exciting journey of professional development and accelerated career growth today! Become a member of our rapidly growing BRM Explorers™ community now for FREE, and stay informed on the latest BRM trends and events alongside over 13,000 leading business executive professionals around the globe!
|
Charlotte's CIO of the Year: Joe Topinka
by Larissa Melo Pienkowski
|
 We would like to send our heartfelt congratulations to Joe Topinka, winner of the CIO of the Year award in Charlotte, NC! As a man who wears many hats, Joe is also the dedicated CIO of SnapAV, CEO and Founder of CIO Mentor, author of the ground-breaking book IT Business Relationships: A Field Guide, and last but certainly not least, one of BRMI's Executive Council Members. Here at BRMI, we are thrilled to celebrate our members' achievements, and Joe is no exception.
|
Get to Know Gary Hirsch: Artist, Illustrator, and Co-founder of On Your Feet
by Larissa Melo Pienkowski
|
If you've been paying attention to our newsletter and blog (which we hope you have!), you may have noticed a couple of little cartoon monsters running around lately. These monsters also happen to tell you all kinds of truths about business relationship management, which has probably made you wonder, What are these little cartoon monsters, and why do they know my life?
In the off chance that you haven't been paying attention, you might want to keep an eye out for a little guy like this. Believe it or not, sometimes he looks even more frazzled.
|
The answer? We're thrilled to introduce BRM Truths, our newest feature! Designed and illustrated by Gary Hirsch, co-founder of On Your Feet (an improv organization that bridges the gap between business and the arts), these doodles are meant to showcase the everyday trials, tribulations, and lessons learned in the life of a BRM. We hope you get a laugh out of them, because we sure do! As you get better acquainted with these omniscient little monsters, we thought it would also be nice to catch up with the artist behind the masterpiece. Click here to see what he had to share with us.
|
 |
|
New Collaboration with International Institute of Business Analysis (IIBA)
|
As part of the ongoing commitment to unite the business relationship management community to add business value, a few weeks ago we announced the launch of a global strategic alliance with International Institute of Business Analysis (IIBA), the leading association for business analysis professionals worldwide. This agreement stemed from a mutual commitment to building value-add relationships and expanding business outcomes.
BRMI and IIBA will lead to more effective knowledge-sharing, improved discipline alignment, and increased support for business analysis professionals and business relationship managers among other stakeholders.
Read more on this announcement here. |
September Member Spotlight: Tina Pomeroy
by Larissa Melo Pienkowski
|
 Here at BRMI, we love hearing stories and testimonials about the ways we've helped fellow BRMs learn more about the discipline and reach their professional goals. That's why we were especially thrilled to hear from Tina Pomeroy, IT Manager of Business Relationships at a large financial institution in Arkansas and this month's Member Spotlight!
Tina's career as a BRM began while working in a business process improvement role. After spending some time building relationships with IT, she realized that her strengths lay in not one, but both areas. With the support of leaders in her organization and a strong network of peers, Tina ultimately pursued business relationship management as her career and passion, citing relationship-building as one of the things she loves most about her work.
|
Skills Framework Throws Spotlight Onto BRM
by Jeremy Byrne
|
The Skills Framework for the Information Age (SFIA) is the most popular way of describing the professional skills needed by IT people worldwide. Business Relationship Management was previously part of the Business Change category, but it has now moved to a new category with the release of Version 6 on July 1st: Relationships and Engagement.
|
Global BRM Salary Survery
|
In partnership with ITSM Zone, we have developed the world's first BRM salary survey! This is a fully anonymous and voluntary survey to determine the compensation of Business Relationship Management professionals in various positions in their organizations and across the globe. The survey will be conducted annually to determine trends in BRM compensation.
This data is needed to evaluate the current state and the emerging trends in BRM compensation. We will give you the opportunity to request a summarized copy of the results.
|
The Four Requirements of Partnership
by Aleksandr Zhuk
|
Whenever I write or speak about the nature of the BRM role, I often draw parallels between what an effective BRM and a leader does using John C. Maxwell's succinct formula: "Leadership is influence. That's it. Nothing more; nothing less." Indeed, BRMs know that what they do is all about influence and leadership, as their job is to establish and maintain healthy, balanced relationships between service providers and business partners. This is done with the goal of maximizing the value of business investments, within the services provided.
In its most effective form, leadership does not rely on coercive positional power. According to Peter Block, effective leaders build long-term partnerships in which the role of a leader becomes that of a steward who, as Block writes in Stewardship, is "deeply accountable for the outcomes of a group, an institution, a community, without active to define purpose for others, control others, or take care of others."
|
|
News from Your BRM Council
|
Jubilant Pharma - Spokane, WA
Are you looking for a business relationship management opportunity? Or looking to hire a business relationship manager? Check out our BRMI Job Boards!
|
|
Events
|
BRMI Webinars & Events
Member Privilege
BRMI members can view any archived webinar at any time! Not a member? Join now!
*Please note that these events or course listings are hosted by the sponsor, and not BRMI.
|
Ask an Expert!
Extracted from BRMI Online Campus
|
|
Question:
How do you influence stakeholders to move to a strategic way of thinking rather than tactical short term fixes? Some of my business customers really buy in to the idea of a roadmap which runs out 3 years or more. Others only see months or weeks ahead. It would be great to hear from people who have turned short term to strategic thinking.
Our Expert, Aaron Barnes, says:
A related comment you or others might be hearing is, "Why are we talking about what you are going to deliver over the next three years, when your department can't deliver what I need right now?"
A good tactic to get to three year strategic conversation is to use is a dual approach. Start with a review of current opportunities and establish priority and potential delivery dates. Show your business partners you care most about their short term needs and have a plan for solution delivery. Follow that effort up with conversations about a three year plan. Explain that part of your role is to shape the provider (IT as an example) to deliver to the business's needs. Explain that having a three year strategic plan will help the provider build out a capabilities roadmap and start planning what the provider needs to do to be able to meet the requested delivery dates in the future. Explain the benefits of planning ahead----improved quality, improved delivery, etc...
Our Expert, Vaughan Merlyn, says:
First, it's a perennial question and issue. Many companies seem biased towards a short term, reactive style. Getting a more "Strategic" view, with the longer time-frame that typically implies is an ongoing challenge for many BRM roles.
A reality is that a significant change in leadership (e.g., new CEO, new CIO) is sometimes the catalyst for a major and potentially rapid shift in the management style.
Absent a change in leadership, it's often a market crisis of some sort, or a significant new competitive or regulatory force that catalyzes the shift.
For the BRM I think some of the clichés apply:
- Find and sell the "pain" (cost of status quo, risks and threats, opportunities not being seized, etc.)
- Find and sell the "remedy" ("here's some strategic possibilities, opportunities or threats")
- Lay out some first steps-at least an executive workshop or retreat to explore strategic options
|
|
|
|
