The Root of BRM is More than IT and Business, it’s Human Connection
In an interview with CEO of APM Group International Richard Pharro, Danielle Dizes, Knowledge Champion of BRM Institute, unpacks BRM philosophy, why it’s helping our global relationship crisis, and the benefits we are reaping because of it.
There is turbulence when it comes to building meaningful relationships. This isn’t just happening within organizations, either. It’s happening in our personal lives and in our global society.
During an interview with CEO of APMG International Richard Pharro, Knowledge Champion of BRM Danielle Dizes brought attention to this fact.
“People have lost the ability to connect and work together in a way that sparks creativity, that fosters chaos, (and) that supports failure,” she said.
An Exploration of BRM Philosophy and Building Relationships
APM Group International is a globally recognized examination and accreditation institute. Pharro uses his podcast to interview some of the world’s greatest influencers. He spoke with Dizes a few months ago to discuss what’s at the heart of BRM, what problems we are solving, and the incredible success rate of BRM philosophy.
While BRM as a role and capability has historically set out to bring IT members and business leaders into a more cohesive partnership, we are seeing the value of BRM philosophy flood into all areas within an organization. Relationship-building skills are what BRMs bring to the table.
“Knowing that fragile relationships exist in all directions, there is an attraction to someone who can come on board and strengthen them,” Dizes shared.
“The role of a BRM has become so beneficial that we are receiving support not just from the CIO, but from all C-level executives, including the CEO.”
Proving the Value of BRM to the C-Suite
However, Pharro asked an important question, what happens in a situation where the BRM might struggle to prove their value to C-level executives?
Dizes commented how she recently addressed this issue in a meeting that discussed the challenges women face in this role, but the answer to Pharro’s question remains the same across the board:
Tip #1: Use metrics. The BRM Institute Online Campus offers one of their many resources, the BRM Maturity Model, that presents the BRM value in a digestible, numerical format.
Tip #2: Use power skills. Even if the C-level executives can’t see the value of BRMs, it’s only a matter of time until they start to feel it. The influence of successful relationship building is bound to have an impact.
Although this is a situation several BRMs have faced, Dizes said that BRM Institute is surpassing other organizations with similar philosophies, and in turn, a BRM is one of the highest-paid roles in an organization.
“They don’t pay you a lot of money for nothing,” she said. “Believe me, I’ve tried.”
With this in mind, Pharro asked Dizes for her “golden nuggets” of advice for folks who are interested in entering this career field and she shared the following:
- BRM Institute prioritizes a sense of community and offering guidance to those who enter this field without a mentor.
- Being a BRM is a vulnerable role to play considering it’s all about connecting with the people throughout the organization.
- Relationships will encounter failure at some point. Those that overcome conflict and move forward will learn valuable lessons and grow from them.
Watch the full interview with Dizes and Pharro to dive deeper into the conversation on the importance of human connection and relationships!
