In a recent episode of Workday Gold, we explored a critical aspect of Workday support that often goes overlooked: the power of relationship-building and influence. As someone who’s led multiple Workday implementations and support teams, I’ve learned that technical expertise alone isn’t enough – success hinges on understanding and navigating the complex web of relationships within your organization.

Understanding Levels of Influence

Think of your organization as a series of concentric circles. At the center is your Workday support team, surrounded by leadership, then subject matter experts and managers, and finally, end users. While the org chart might suggest a straightforward hierarchy, the reality is far more nuanced. Some of the most influential people in your organization might not be who you expect – like those administrative assistants who filter information to C-level executives.

Building Trust Through Relationship Banking

I like to think of trust as a bank account. Every time you follow through on a commitment or respond promptly to a concern, you’re making a deposit. When you miss a deadline or fail to communicate, that’s a withdrawal. The key is to maintain a positive balance through consistent, reliable performance and authentic relationships.

Tips for Building Relationship Capital:

• Schedule informal meetings (like lunch) to connect beyond tactical discussions
• Take time to understand department-specific pain points
• Communicate wins and progress regularly
• Follow through on commitments, no matter how small

   

Managing Overwhelm: The Leadership Perspective

In Workday support, we often face competing priorities and urgent demands. When everything feels equally important, we risk falling into what I call “overwhelm mode.” The key is recognizing when you’re operating from your crisis brain versus your learning brain.

One technique I’ve found valuable is simply taking deep breaths between meetings. It’s not just about relaxation – it’s about regulating your nervous system to think more clearly and make better decisions.

The Art of Conflict Resolution

Sometimes the most valuable skill is the ability to identify when different stakeholders are actually talking about different timeframes. I’ve often found myself in rooms where one group needs an immediate fix while another is concerned about long-term implications. The solution? Split the problem into two projects: a short-term fix and a comprehensive long-term solution.

Remember, technical solutions are important, but relationships make them work.