When I first started consulting, one of my business
partners said to me "Bob, you know so many people in the
industry and you are known to so many people, your people
resources are so valuable to our business." I hadn't
thought of it that way before. I'd merely been interested
in making as many contacts as I possibly could so that I
could build my knowledge of the industry and at the same
time, help others.
Apparently, what I had been unconsciously doing was
building my network. Now, when I think back to that
experience, I can recall the countless times that these
contacts asked for my advice, which I gave very freely.
The really great thing about my network was that whenever
my boss or another senior manager had a difficult or
challenging question that related to our industry or
profession, I was able to come up with an answer. It was
merely a case of getting on the phone to one of my contacts.
Developing personal networks by building positive
relationships across the organisation, is one aspect that
sets successful managers apart. These networks often
survive throughout a successful manager's career.
Networks provide three distinct advantages:
- Access to private information that you might not normally
get
- Access to diverse skills, knowledge and advice when you
need them
- Power - developing personal power as opposed to formal
(positional) power
"You are who you know". Your influencing power is really
enhanced when you have a wide network of people.
Successful managers call on these people when they need
help, guidance or advice.
In prior times, power came through people's roles - i.e.
positional power. More and more in today's organisation
that is flatter and often matrix, role power is
disappearing. Things now get done through who you know,
not what role you hold. Power rests with the individual,
not the role. So there is both more pressure and more
incentive to develop a good network.
The four rules for building and maintaining your network -
1: Build volume and diversity in your network
2: Give, give, give!
3: Make contact with your potential network members
4: Keep in touch to maintain your network
Rule 1: Build volume and diversity in your network
As we all do initially, I networked for friendship. It's
natural to start building your network with people who are
similar to you in personality, style, career and personal
interests. However, the people who have the best networks
also have the most diverse networks. Add those people who
are different to you in personality, style, likes and
professional interests to your network. In this way, you
will be more likely to capture the help you need, when you
need it.
As one famous author on the subject, Keith Ferrazzi (2005)
once said "The best time to build a network is before you
need it."
New managers, when building a network, often make the
mistake of first looking upwards to their senior managers -
surely it is those "up there" who can be of most help. Do
not only look upwards - go for everyone. Everyone is a
potential network member. Often it is the people that you
least expect to be of help that provide you with the
introduction or direction that you need.
Sales people reading this article may recall the story
James Lavenson of The Plaza Hotel in New York told about
his idea to have all employees using their networks to
promote sales. You can imagine the scepticism which
greeted one of the ladies who worked in the laundry when
she asked if she could participate. The result? Well, she
organised a luncheon for her small church group. "500
church members showed up for lunch at the Plaza dressed to
the heavens and paying cash."
Rule 2: Give, give, give!
It feels really good when you are able to help someone
else. But there is another reason for giving. When you
give, people are more likely to give back. In fact the
social psychologists have a term for it, "reciprocity".
The research clearly shows that the more you give of
yourself, the more likely people are to help you when you
need it. In fact in his recent book "The Happiness
Hypothesis", Jonathan Haidt cites compelling social
psychological evidence that reciprocity is an inbuilt human
response. "You scratch my back and I'll scratch yours" is
not just a saying, it's actually part of our basic makeup.
You might be saying, "Yes, that's OK, but how do I give?
How will people come to me? Why should they?" Become an
expert. You may recall Kevin Costner saying in the 1989
film Field of Dreams - "Build the field and they will
come". Build and promote yourself as an expert and they
will come! You need to focus on an area of skill or
knowledge and develop yourself as an expert in that field -
learn all you can about it.
Rule 3: Make contact with your potential network members
Members of your network should be both within your
organisation and external to it. Internal network members
are more likely to be of help with getting things done.
External members are more likely to be of help in
developing your knowledge and expertise. Additionally,
both will be of considerable help in developing and
progressing your career.
How do you make contact with potential members? Here are
some suggestions - you'll probably think of some more as
you read through the list.
- When next you are in an interdepartmental meeting or
project team meeting, make contact with someone who has
impressed you and suggest that you get together for a
coffee. Give this person some positive feedback about what
you liked that they did in the meeting.
- Ask your boss for the names of some of the people outside
of your department that could be of help to you. Call them
up and arrange to meet. Make sure you have a topic to
discuss, or if you are new to the organisation, you could
ask for their advice on navigating your way through the
organisational deep waters.
- Arrange to meet with key customers or suppliers of your
department or organisation. Always make sure you know as
much as possible about your contact before meeting them.
Offer advice or help on an area of interest to them.
- Regularly attend professional / industry events. Make a
point of making contact with at least two people at each
event. These are people that you will definitely call
later and meet with. They are in addition to all the
people with whom you will swap business cards during the
event.
- Join Industry and professional or trade associations,
local chambers of commerce, etc. Make contact with at
least two people with whom you will later meet.
- Join special interest group committees, or if your time
does not permit, offer to speak at their sessions or
conferences. Once again, make contact with at least two
people with whom you will later meet.
- Finally, as was said before, develop yourself as an
expert in a particular field. Become known both inside and
outside the organisation as someone "who knows a lot about
that". In this way, people will start to beat a path to
your door.
Rule 4: Keep in touch to maintain your network
Making the first contact is obviously important. However,
keeping in contact over the longer term is the only way to
maintain your network. This requires some discipline. If
you are that way inclined, then you're off to a flying
start. If not, then make your diary work for you - e.g.
all of the computer planning and diary systems have the
ability to enter people's names and follow up dates, so use
these aids.
Some ideas for keeping in touch ...
- Draw up a list of your contacts.
- Make a note to stay in touch on a regular basis. A
minimum time is every three months.
- Diary to contact a certain number of your network members
every week. In this way, you can spread the load evenly
throughout each quarter.
- Send people emails on areas of interest to them.
- When you come across an article or website that may be of
interest to someone, send them the details.
- Invite people to coffee or lunch.
- Put people in touch with other people who may have
similar interests or needs.
Influencing - a real benefit!
As a colleague once said to me "I've noticed a real side
benefit to influencing. People like being around people
who use their influencing skills well. Good influencers
seem to exude a sense that things happen when they're
about. They don't sit around wishing things were different
whilst moaning there's nothing they can do about it. Nor
do they blame others or complain about what needs fixing.
They see what needs doing and set about getting it done."
----------------------------------------------------
Bob Selden is the author of "What To Do When You Become The
Boss", a practical "how to" for managers. If you have a
management challenge, visit Bob at
http://www.whenyoubecometheboss.com/
to find an answer.
Alternatively, you can phone Bob on +41 61 921 66 51
between 9 and 5 (GMT +1)
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