Prof. Colin Coulson-Thomas author of ‘Winning Companies: Winning People’ finds winners achieve commercial success and personal fulfilment by forging mutually beneficial relationships.
January 30, 2007 (Press Release) --
Forging mutually beneficial relationships is the key to business and social success according to Prof. Colin Coulson-Thomas, author of ‘Winning Companies; Winning People’. Speaking at the 17th World Congress on Total Quality in Kolkata, India he called for greater engagement with stakeholders in order to reconcile individual and collective interests and achieve both commercial success and personal fulfilment.
The Professor’s research has identified critical success factors and what high performers or ‘winners’ do differently in areas such as winning business and building relationships. According to Coulson-Thomas, “Losers are essentially selfish, reluctant to share and would prefer to operate alone. They keep to themselves in an attempt to avoid commitments and becoming entangled in relationships with others.”
The findings - summarised in Coulson-Thomas’ new book ‘Winning Companies: Winning People, the differing approaches of winners and losers’ (Kingsham Press, 2007) suggest that being half hearted can lead to failed relationships. Too often the Professor finds: “Losers seek to co-operate on their terms, and they often put the bare minimum of effort into maintaining relationships. They hold back emotionally and intellectually and endeavour not to become too deeply involved.”
Winners are more willing to work with colleagues and are more likely to co-operate with compatible and complementary interests. According to Coulson-Thomas, “Winners see and seek the advantages of collaboration. Engaging with others enables them to learn and develop, offer a wider range of services to their customers, and pursue a broader range of opportunities.”
The research suggests winners are usually more receptive to approaches from others. The Professor finds: “Many high performers are open to new ideas, and welcome suggestions for improvements and innovation. They actively search for potential business partners and explore possibilities for joint initiatives or collective action.”
Coulson-Thomas stresses that “Winners do not mind the confrontation and argument that often precedes mutual respect and a meeting of minds. They endeavour to find common ground, resolve conflicts and promote shared interests and goals.”
Increasingly, organisations work together rather than operate alone to deliver value to customers. Coulson-Thomas explains: “Consortium bids for complex projects are common in certain sectors. By working together respondents assemble the capabilities required. Each concentrates upon what it does best. A company that tries to do everything itself may become a ‘jack of all trades and master of none’”
Winners are realists. Coulson-Thomas explains: “They recognise that to grow and deepen relationships should be acceptable and mutually beneficial to all the parties involved.
‘Winning Companies; Winning People’ is published by Kingsham Press (ISBN 1-904235-58-1; Price £19.95 plus postage and packing) can be ordered on-line from
www.coulson-thomaspublications.com
The Professor’s research has identified critical success factors and what high performers or ‘winners’ do differently in areas such as winning business and building relationships. According to Coulson-Thomas, “Losers are essentially selfish, reluctant to share and would prefer to operate alone. They keep to themselves in an attempt to avoid commitments and becoming entangled in relationships with others.”
The findings - summarised in Coulson-Thomas’ new book ‘Winning Companies: Winning People, the differing approaches of winners and losers’ (Kingsham Press, 2007) suggest that being half hearted can lead to failed relationships. Too often the Professor finds: “Losers seek to co-operate on their terms, and they often put the bare minimum of effort into maintaining relationships. They hold back emotionally and intellectually and endeavour not to become too deeply involved.”
Winners are more willing to work with colleagues and are more likely to co-operate with compatible and complementary interests. According to Coulson-Thomas, “Winners see and seek the advantages of collaboration. Engaging with others enables them to learn and develop, offer a wider range of services to their customers, and pursue a broader range of opportunities.”
The research suggests winners are usually more receptive to approaches from others. The Professor finds: “Many high performers are open to new ideas, and welcome suggestions for improvements and innovation. They actively search for potential business partners and explore possibilities for joint initiatives or collective action.”
Coulson-Thomas stresses that “Winners do not mind the confrontation and argument that often precedes mutual respect and a meeting of minds. They endeavour to find common ground, resolve conflicts and promote shared interests and goals.”
Increasingly, organisations work together rather than operate alone to deliver value to customers. Coulson-Thomas explains: “Consortium bids for complex projects are common in certain sectors. By working together respondents assemble the capabilities required. Each concentrates upon what it does best. A company that tries to do everything itself may become a ‘jack of all trades and master of none’”
Winners are realists. Coulson-Thomas explains: “They recognise that to grow and deepen relationships should be acceptable and mutually beneficial to all the parties involved.
‘Winning Companies; Winning People’ is published by Kingsham Press (ISBN 1-904235-58-1; Price £19.95 plus postage and packing) can be ordered on-line from
www.coulson-thomaspublications.com
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