Advancing Your Career (Pages 7-12)

8/2/2019 Advancing Your Career (Pages 7-12)

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i /"120 Qolden rules for creatinQ a powerful network

1. Use networking as an important part of your personal development.2. Map out your current network.3. Develop a broad network of people who can support you in different ways.4. Avoid networking with people who drain you of energy.5. Understand your personal networking style.6. Find ways to make connections with people for your networks quickly.7. Use different media to keep in touch with your network.8. Try to get on people's wavelengths as quickly as possible.9. Be open about your own goals and aspirations.10. Understand other people's goals and interests before focusing on your own.11. Build long-term relationships based on mutual understanding.12. Become an interesting conversationalist.13. Become image conscious without becoming vain.14. Return favours.15.Always follow up meetings.


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~/~Networking

My support network

Who do you go to when you want?Some sympathySomeone I can always rely onHonest feedbackSomeone who makes me feel competent and valuedEnjoyment - a good laughTo moanA catalyst, to help me take some actionSomeone I can share good news and good feelings withPractical helpSomeone who is a valuable source of informationA hug, or cuddle, or touchSomeone who introduces me to new ideas, new interests, new people

Does anyone figure repeatedly on your list? Are you lading too much on them?


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1.# I,I.What are the features of a good network?

Good network should comprise:

Gatekeepers - people who have a wide variety of contacts and who can give you access toother people or organisationsBusiness finders - who can help you identify jobs or business opportunitiesMentors - who will give you advice, support and feedbackSoul mates - whose company you enjoy and who give you support and encouragementRole models - who have done what you are thinking of doing and may be prepared to giveyou advice and guidanceInfluencers - with authority and seniority who have the clout to make things happen for youand to introduce you to a network at a higher levelCoaches - bosses from whom you can learn specific skills and who are enthusiasticdelegatorsCatalysts - who make you think creatively and who give you access to new ideasComplementary partners - with different sets of technical and personal skills to yours andwho work together to develop a new service for your businessProteges - who are on their way up in your business, having new ideas and freshperspectivesProvocateurs - who can provoke and stimulate you to look at things in a different way

A good network should not comprise:


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11/,.The people who make orQanisationsQO - or stoQ

Managers invariably use their personal contacts when they need to, say, meet animpossible deadline, get advice on a strategic decision or learn the truth about a new boss.Over the past five years in fifty large organisations we've identified four common role plays:

Central connectors, who link most people in an informal network with one another.They know who can provide critical information or expertise that the entire network drawson to get work done.The boundary spanners connect an informal network with other parts of the

company or similar networks in the organisations.Information brokers keep the different subgroups in an informal network together. Ifthey didn't communicate across the subgroups, the network as a whole would splinter intosmaller, less-effective segments.Peripheral specialists who anyone in the informal network turn to for a specialised'expertise.The first step in managing informal networks is to bring them into the open with atechnique called social network analysis, a graphical tool that maps out the relationships inan organisation.

The central connectorThe first person to notice is the person everyone in the group talks to the most. Eachof these central connectors spend an hour or more every day helping the other people inthe group. But while their colleagues readily acknowledged the connector's importance their

efforts were not recognised, let alone rewarded by the company. Therefore it's important toexplicitly recognise the connectors. But longer term companies need to reward the goodcitizenship of their connectors.For example each time someone went out of his or her way to introduce colleaguesin trouble to those who could help solve the problem, the connector was nominated for a


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The boundary spannerRoving ambassadors are people who serve as the group's eyes and ears in thewider world. They communicate with people in other departments within a company, atdifferent satellite offices and even in other organisations.

When mapped the R&D department at a leading consumer - products company, we foundthat just 4 of the 36 researchers in the group maintained links with academics in their fields.These four boundary spanners were the sole sources of crucial knowledge for the entireteam.Most people don't have the breadth of intellectual expertise, the wealth of social contacts,and the personality traits necessary to be accepted by vastly different groups. Seniorexecutives can use network maps to check if their boundary spanners are making the rightconnections - particularly with central connectors in other groups.The information broker

In the informal networks you may find people who connect the various sub-networksin the company. Without these information brokers, the network as a whole wouldn't exist.They playa role similar to that of boundary spanners, only they do it within the socialnetwork. They are characterised by a wealth of indirect connections. At one electronicscompany, for example, we identified eight information brokers in a community of practice of120 people. They were allowed to spend 20% of their time supporting the network and wereofficially designated as the go-to people in their areas of expertise - electronics and variouskinds of engineering.When the analysis was originally conducted, the members of the work community were, onaverage, four removes from one another. After the interventions, almost all the employeeswere only two links from one another - a degree of connectivity that greatly improvedinformation sharing in the group.The peripheral specialist

Large or small, every informal network has its outsiders. Although they operate onthe periphery, these people playa vital role in the network by serving as experts. Theypossess specific kinds of information or technical knowledge - for instance, research data,or software skills, or customer preferences - that they may pass on the other members ofthe group whenever it is needed.To be sure, many peripheral specialists could contribute more if they were tightly integratedin the informal network but they are intentionally on the edge of a network. Integratingperipheral specialists may distract them from staying ahead in their fields; they can't stay ontop of what they want to do if they are forced to sit on committee.s.

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Advancing Your Career (Pages 7-12)