| Everyone is always focusing on capital when they are | | | | A month goes by and the numbers for this new |
| discussing business. They need venture capital to get | | | | product are lousy. The investors are concerned so |
| started. They need additional capital to keep going. | | | | they do some investigating. What they find is that |
| What they are generally discussing, what they | | | | Susan cannot keep employees because she is robotic |
| commonly are referring to is the financial aspect of | | | | at best- and impossible to deal with when she is |
| business, the cash. What they often forget to | | | | frustrated. Because Susan's employees have such a |
| mention, or they forget to factor in is relationship | | | | high turnover rate in nearly every department, there |
| capital. | | | | are poorly trained and working positions that are not |
| Regardless of what product you are selling, what | | | | right for them. Desperate for help, Susan has taken |
| service you are marketing, you are going to be selling | | | | to just hiring whoever shows up without an |
| to relationships. You may never see a single | | | | interview. No one who is worth having will stay in this |
| customer's face and you may never even hear their | | | | horribly mismanaged company. |
| voices. You may only do your business online over | | | | Customers are frustrated because the untrained |
| the computer. Who exactly do you think is placing | | | | staff lose calls, or worse do not answer them. |
| the order at the other end? You don't think that the | | | | Orders are being canceled, products are being |
| computer has developed independent thinking and | | | | returned. The company that Susan is running is losing |
| needs, do you? | | | | money hand over fist. The investors call an |
| Building relationship capital should be the easiest | | | | emergency meeting and discuss their options. Susan |
| aspect of your business venture. It should be far | | | | is brought in and given the facts. Reluctantly, she |
| easier to treat everyone with dignity and respect | | | | agrees to step down and give the day to day |
| than it would be to get venture capital from reluctant | | | | operations over to her second in command, Lisa. Lisa |
| investors, but still somehow this is the sticking point. | | | | does not have a high degree from a fancy college |
| Imagine for a moment, a business person; Susan. | | | | like Susan does. What she does have is relationship |
| Susan has given a really stellar presentation on what | | | | capital. She is likable and funny, but hardworking and |
| she predicts will be a million dollar seller in its first year. | | | | dedicated. Within a month, most of the open |
| The investors are impressed by the presentation and | | | | positions are filled with qualified, competent workers. |
| give her the venture capital to go forth with the idea. | | | | In two months, the flow of orders and sales is at |
| It is a good product after all, the need is there and | | | | the level of its estimated potential. The workers are |
| the market is wide open for exploring. But, each of | | | | well trained and happy. They are more than willing to |
| the investors has a reservation, not about the | | | | give good customer service. Lisa keeps things running |
| product, but about Susan herself. She seems cold, | | | | with good business sense and the intangible business |
| unemotional and disconnected somehow. After the | | | | assets that they do not teach in any MBA program in |
| presentation was over, the others all agreed to go | | | | the world. Sometimes in business, just as in life, either |
| out for a meal to celebrate. Susan simply packed her | | | | you've got it, or you don't. Nurture and cultivate your |
| charts and graphs and left. | | | | relationships and your business will flourish. |