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Susan KayTop Flight
March 21 2018
Strategic Networking – Developing Your Plan
Purpose of session
• Agreed plan for developing and cultivating your strategic network
• Surface some of our self talk
• Practice a career conversation with a key stakeholder
• Commit to actions!
2
DESTINY
‘The events that will necessarily happen to a particular person or thing in the future.’
Origin: from latin destinata ‘make firm, establish’
Source: Oxford Dictionary
Networking
4
The logical ‘case’ for networking
Networking is a necessity and leads to:-• More job and business opportunities• Broader and deeper knowledge• Improved capacity to innovate• Faster advancement• Greater status and advancement
Building and nurturing professional relationships also:-• Improves the quality of work• Increases job satisfaction
Source: Harvard Business Review May 2016
Self Talk …..
6
Your emotional reactions and ‘Self Talk’
Your emotional reactions and ‘Self Talk’
Self-Image CONTROLS
Performance REINFORCES
Self TalkSTIMULATES
Self Talk can reflect our different ego states
P
A
C
PARENT EGO STATEBehaviours, thoughts and feelings copied from parents or parent figures
ADULT EGO STATEBehaviours, thoughts and feelings which are direct responses to the here and now
CHILD EGO STATEBehaviours, thoughts and feelings replayed from childhood
Source: Eric Berne Transactional Analysis (1950)
Exercise 1: Self Talk
• In relation to “Networking” note down some of the recent “self talk” you have had
• Note: what has some of your “self talk” / reaction been during this session?
Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALK
Networking I shouldn’t have to “schmooze” to get ahead. I hate playing that game or going to functions where everyone is working the room.
Self Talk can reflect our different ego states
P
A
C
PARENT EGO STATEBehaviours, thoughts and feelings copied from parents or parent figures
ADULT EGO STATEBehaviours, thoughts and feelings which are direct responses to the here and now
CHILD EGO STATEBehaviours, thoughts and feelings replayed from childhood
Source: Eric Berne Transactional Analysis (1950)
Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALK REFRAMED SELF TALK
Networking I shouldn’t have to “schmooze” to get ahead. I hate playing that game or going to functions where everyone is working the room.
• In a volatile, complex, ambiguous, & changing world, good networks provide me with information about global issues, Board risks and challenges, strategies, priorities and organisational context.
• Is useful for seeking best practice or the worlds latest best thinking, understanding how to get things done,present my team’s ideas and add value to the business
• Networking and relationship building is helpful in ensuring that I and my team are known.
Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALKPolitics Board/CEO should eliminate the
politics that pollute this place.
Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALK REFRAMED SELF TALKPolitics Board/CEO should eliminate the
politics that pollute this place. • Political behaviour exists in all
organisations. • My goal is to use high integrity
political astuteness to help my company, my team and myselfdeliver results.
• I can align with other ethical people to create the critical mass of high-integrity political leaders we need.
Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALKPromote yourself with integrity
• My results should speak for themselves and should be enough for me to get ahead in my career.
• I shouldn’t have to self promote or talk about my group’s/team’s accomplishments.
Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALK REFRAMED SELF TALKPromote yourself with integrity
• My results should speak for themselves and should be enough for me to get ahead in my career.
• I shouldn’t have to self promote or talk about my group’s/team’s accomplishments.
• Boards/Execs are extremely busy. There is a chance they wont always know what I’ve done or how impressively I have done it. They might not be aware of the broader implication of my teams success.
• Some day Board/Execs might be making a career call on me and I want them to make an informed decision.
Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALKPower Image I’m not interested in
manoeuvring for more power since it is corrupt
Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALK REFRAMED SELF TALKPower Image I’m not interested in
manoeuvring for more power since it is corrupt
• Power is a force for good. I need to understand power dynamics and positioning so that I can obtain resources for my team and help good ideas come to fruition.
• My people depend on me to protect them and ensure we have sufficient power to do great things for the company.
Effective networking
20
Networks
Operational
• People you need to accomplish your assigned, routine tasks
Personal
• Kindred spirits outside your organisationwho can help you with personal advancement
Strategic *
• People outside your control who will enable you to reach key organisationalobjectives
* You need all 3 types of networks BUT to REALLY succeed you must master strategic networking to open your eyes to new business opportunities.
Framing and focusing Networking can make it more authentic and enjoyable – “connecting and relating”…..
22
• Choose my mindset (7 performance persona)
• Finding my ‘voice’ for a higher purpose• Framing networking in these terms
• Choose my mindset (7 performance persona)• Giving to others or cause• Networking seems less ‘self promotional’ and
more selfless
• Choose my mindset (7 performance persona) • How interests and goals align with people I
meet• Feels more ‘authentic’ and meaningful
• Choose my mindset (7 performance persona)
• Discovery & learning• Curiosity & Intellectual stimulation• Insight & Ideas for practical application
Focus on Learning
Common Interests
Higher Purpose
What you can
‘give’
Exercise 2: Strategic Network exercise
• Document your current strategic network
Exercise 2: Strategic Network exercise
• Document your current strategic network
• Document your ‘developmental actions’ with regards to either:-
• Developing your strategic network or• Leveraging your strategic network
Career Conversation Practise
25
Exercise 3: Stakeholder Exercise
• Plan and rehearse a conversation with a key stakeholder regarding your career
• Working in pairs (person A & B)• Person B acts as the stakeholder to Person A• Person A acts as the stakeholder to Person B• Provide some colour regarding your stakeholder’s personality and style• Stakeholders adopt personality and style in the practise
Exercise debrief • Reflections
• What was easy/difficult?
• Who spoke most?
• What key messages or thoughts got left out of the conversation? (mind and emotion)
• What did you say or do instead of communicating these messages? (behaviour and competence)
• How do you think this impacts others and you? (others and self the impact)
Leadership Conversations
Point of View
ReasoningInquiry
Listening
Source: Adapted from Cambridge Leadership Group
Outcome / PurposeAgree to ……….Agree actions to …….
Leadership Conversations
Point of View
ReasoningInquiry
Listening
P.O.V (State your view)I think…I believe…The real issue is…The pattern I am noticing is
Source: Adapted from Cambridge Leadership Group
Outcome / PurposeAgree to ……….Agree actions to …….
Leadership Conversations
Point of View
ReasoningInquiry
Listening
P.O.V (State your view)I think…I believe…The real issue is…The pattern I am noticing is
Source: Adapted from Cambridge Leadership Group
Reasoning (Say Why its important)I say that because (provide your evidence) …My rationale is …The stakes are…The potential risks this creates is….
Outcome / PurposeAgree to ……….Agree actions to …….
Leadership Conversations
Point of View
ReasoningInquiry
Listening
P.O.V (State your view)I think…I believe…The real issue is…The pattern I am noticing is
Source: Adapted from Cambridge Leadership Group
Reasoning (Say Why its important)I say that because (provide your evidence) …My rationale is …The stakes are…The potential risks this creates is….
Outcome / PurposeAgree to ……….Agree actions to …….
Inquiry (Ask for their view)
What’s your reaction?That’s my take, what’s yours?
Leadership Conversations
Point of View
ReasoningInquiry
Listening
P.O.V (State your view)I think…I believe…The real issue is…The pattern I am noticing is
Source: Adapted from Cambridge Leadership Group
Reasoning (Say Why its important)I say that because (provide your evidence) …My rationale is …The stakes are…The potential risks this creates is….
Outcome / PurposeAgree to ……….Agree actions to …….
Inquiry (Ask for their view)
What’s your reaction?That’s my take, what’s yours?
Listening (to their views and reasoning)It’s not what you do while you wait to talkLooking at people doesn’t mean your are listening
Leadership Conversations
Point of View
ReasoningInquiry
Listening
P.O.V (State your view)I think…I believe…The real issue is…The pattern I am noticing is
Source: Adapted from Cambridge Leadership Group
Reasoning (Say Why its important)I say that because (provide your evidence) …My rationale is …The stakes are…The potential risks this creates is….
Outcome / PurposeAgree to ……….Agree actions to …….
Inquiry (Ask for their view)
What’s your reaction?That’s my take, what’s yours?
ATTENTIONANALYSIS
ACTION AGREEMENT
Any questions?
34
DESTINY
‘William Jennings Bryan (1925)United States Political Leader
“Destiny is not matter of chance. It is a matter of choice.”