So What’s the Big Deal About Networking?
We are in a world where increasing demands are being made on leaders and, in many cases, networking is often viewed as an afterthought. So what’s the big deal about networking?
“What you know is who you know”
Leaders who neglect to develop their networks can be at risk of being stuck on the career ladder. Harvard Business Review (2007).
Now is the time for the Transformational Leader to equip themselves with the skills to be able to lead across different cultures and distances, to avoid any misunderstandings and maintain positive values and the culture of an organisation or company. Burns (1978)
It could be argued that there are many leaders who feel that they are adept at being able to network across many levels. However, from the findings by Harvard Business Review (2007) many leaders tend to only operate on two levels – the operational and personal.
“As a manager moves into a leadership role, his or her network must reorient itself externally and toward the future.”
3 Types of Networks
In a study undertaken by Harvard Business Review (2007) it uncovered three distinct, but interrelated types of networks required by a leader. These three areas are highlighted here:
1. Operational
Being part of this network could assist you in the effective management and execution of your leadership responsibilities within an organisation or company. Operational networking can come more naturally to the manager. However, there can be blind spots, as it can often be the case that the networker will move between colleagues or groups that they are the most reliant upon. Staying within this level of networking tends to make the leader mostly reliant on the delivery of objectives. while a heavy reliance of networking at this level only, could create a lack of understanding from a strategic standpoint.
2. Personal
Personal networks can be a powerful starting point for many reasons. Personal networks in the main tend to be built on people who have similar perspectives and are working towards a shared aim and objective. This can be a good point of reference. Many personal networks are developed outside of the workplace and in various forms. Personal networks are very important and, in many cases, they can help us achieve our aims through a collective and only a few connections. The principal of six degrees of separation comes into mind here. In the case of the leader struggling to make inroads towards their aspirations, the leader can shift from operational back into personal networks. Belonging to a personal network does have its merits. However, it is limited if one is seeking to elevate into a more senior position.
3. Strategic
Operating in this area requires a delicate balancing act. Diverse stakeholders from varying affiliations require the leader to work from a business strategic perspective, and at the same time navigate the many different coalitions in an attempt to sell an idea or compete for resources.
“Networking can be an art form or a minefield”
Your free download to kick start a network:
If you don’t have a network and are looking to set up such a group up, here is a useful template to help you get started.
Beverley Powell is a Leadership Associate: Organisational development, Inclusion, Coach and Mentor, UK certified Life Coach and Educator, and nationally recognised by the Health Service Journal (HSJ) 2014 as a BME Pioneer for her work around strategic inclusion within the National Health Service (NHS). You can see more about Beverley’s work on her website and you can also follow her on Twitter – @UKCoachLeader
Beverley hosts a region wide networking event for a group of NHS staff. Watch RADAR Networking for Success: Overview
