Art & Science of Networking

Download Art & Science of Networking

Post on 14-May-2015




0 download

Embed Size (px)


Does networking really make a difference? The answer is a resounding yes! In a study performed by Partnering Resources, 93% of completely successful change initiatives were led by leaders with very strong or strong personal networks. Not one change initiatives described as less successful was led by a leader with strong or very strong personal networks. Furthermore, a recent study featured in Sloan Management Review showed that high performing project teams had almost twice as many non-core contributors affiliated with the team. In this highly interactive session, we learned about the science behind networking. We drew on insights from researchers and practitioners in the social sciences and in business to learned about the networking practices of high performers. We dispelled the myth that people who want strong networks should never eat alone and, instead, we learned about the simple actions that significantly contribute to the health of your network. We merged the art and science by mapping individual participants networks, identifying gaps, and developing plans for filling those gaps. Presented October 2, 2012 at The Commonwealth Institute. Event information:


<ul><li>1.The Commonwealth Institute, 10/2/2012 The Art &amp; Science of NetworkingThe Point Yes, There Is a Science!The top 20% of The Commonwealth Institute October 2, 2012 performers in organizations are more Maya Townsendlikely to cultivate and Partnering Resourcesleverage their networks.2 Objectives Howdy, Neighbor! Increased understanding of the science behind Turn to the person next networking to you. Swap business cards. The three different kinds of networksstrategic, 3 minutes to discuss: operational, and personaland how to use each What do you like most one about networking? Preliminary strategic analysis of their own What is your greatest fear or concern about networksnetworking? Identification of the gaps in their personal networks and ideas about how to fill those gaps 34What is a Network?What is a network?The science of networksPublic transportation networks help people travel in citiesHow high performers use networksAnalyzing your networksWatch out for network traps Computer networks move data fromlocation to locationHow to do itThe circulatory system Networks are about movementcarries oxygen and carbondioxide to and from our cells 1</li></ul> <p>2. The Commonwealth Institute, 10/2/2012The Simplest NetworkAll In All Human networks are also all about movement: A network consists of the The movement of informationtrusted relationshipscreated in order to Sam knows how to answer the Exchange information question so Maryconnects you toComplete workSam You have aYou ask your She doesnt know Get advicequestionfriend Mary the answer and calls Sam for advice Solve problems Socialize Problem solved!7 8Image: TouchGraph. Networks versus Social NetworksNetworks are Ancient Social network tools help us Tribe 1155 develop and maintain networksBut the goal is the network Village148Overnight Camp 38 Core Group2-6910 2011 Maya Townsend. Data: Christakis &amp; Fowler, Connected.Weak Links are ImportantThe Power of Weak Links Weak links outperformstrong links whenattempting to connectWeak links are more to a different world casual, sporadic, 25% of jobs securedunplanned, or through contacts whofleetingwere hardly ever seen(Granovetter study) 1314 2011 Maya Townsend. Image: WebWizzard on Koch &amp; Lockwood, Superconnect. 617.395.8396 2 3. The Commonwealth Institute, 10/2/2012 Critical Connector QuizWhat is a network? If you answered Yes toThe science of networksquestionsHow high performers use networks #1 AND #3 Put a yellowAnalyzing your networksdot on your name tag.Watch out for network traps#2 AND #6 Put a green dot on your name tag.How to do it #4 AND $5 Put a red dot on your name tag. 16 17The Secret to Managing Networks: The HubCritical Connectors Identified by Dr. KarenStephenson Exist in all networksCathy Critical Connectors Harry Garycomprise only 5% -15% of the network Chris Three CriticalConnectors Hubs Highly and directly connected with many people Gatekeepers Communicate and disseminate knowledge through the organization Pulsetakers 18 19Image: 2005 NetForm, Inc. Used with permission.The Gatekeeper The PulsetakerCathyCathyHarry Gary Harry GaryChrisChris Serve as links between departments, functions, and groups Have maximum influence using minimum number of direct contacts Act as information gateways Work through indirect means Broker knowledge between critical parts of the organization 20 3 4. The Commonwealth Institute, 10/2/2012The Pulsetaker: 6 of Separation Master Companies like Org ChartsJane is at the individual contributor level on the org chart 2223But Theres More to the Story Howdy, Neighbor! Turn to the person onthe other side. Swap business cards. 5 minutes to discuss:Do you think you might be a hub, gatekeeper, or Jane pulsetaker? If so, why?What hubs, gatekeepers, and pulsetakers do you know at work? 2425Network Knowledge &amp; High PerformanceWhat is a network?41%The science of networks 36 - 42% more 34%How high performers use networkslikely to exceedexpectations30%Analyzing your networks 24% 43 72% moreWatch out for network traps likely to be 15%How to do itpromoted11%12% 11%5% 42 74% morelikely to stay with "Far Exceeds"Promoted to Higher Left Companythe companyExpectationsRankBLP GraduatesControl Group Others in Top 5 Job Ranks 2627From Burt &amp; Ronchi, Teaching Executives to See Social Capital: Results from a Field Experiment. 617.395.8396 4 5. The Commonwealth Institute, 10/2/2012High Performers are More Likely to Network Considerations of High Performers Build high-quality relationships Operational Invest in relationships to Personal extend expertise, balance biases, and prevent career Strategic traps Position selves at key network points and leverage peopleThe top 20% of employees are morearound themlikely to build and maintain personalnetworks Cultivate select ties with external experts 28From Cross, Thomas, &amp; Light, How Top Talent Uses Networks and Where Rising Stars Get Trapped. 29Operational NetworkingPersonal Networking People who can help youPeople who can help youGet work doneGrow personally and professionallyProvide referrals to usefulFulfill your work responsibilitiesinformation and contacts Contacts are usually internal and Give honest, caring feedbackfocused on current demandsContacts are usually external and share current interests or future Your job: build strong working potential interestsrelationshipsYour job: Reach out to people who can make referrals or give advice Who do you need in order to getthings done?Who do you need in order to develop professionally? 30Three types of networking from Ibarra &amp; Hunter, Harvard Business Review. 31Three types of networking from Ibarra &amp; Hunter, Harvard Business Review. Image by Wonderlane on flickr.Strategic Networking People who can help youFigure out future priorities andWhat is a network? challenges The science of networks Get stakeholder support forHow high performers use networks the future you want to create Contacts are future-orientedand can be internal or external Analyzing your networks Your job: Create leveragedraw on resources from oneWatch out for network trapsarea to achieve results inHow to do itanother Who do you need to buildthe future you want? 32Three types of networking from Ibarra &amp; Hunter, Harvard Business Review. Image: Aussie Gal on flickr. 5 6. The Commonwealth Institute, 10/2/2012 Critical ConnectorFormer Last full-time job client Board connections / Boston connectionsConnections in my fieldUniversityclientConnections where Iteach 34 35Advisory Board MemberColleague Just Back in Workforce 36 37Quick Network Assessment Analyzing Your Network1. Jot down the ten Turn to the person behind people you interact you. with most frequently Swap business cards. on the job You have 10 minutes: What strengths do you see2. Identify differences in your network?3. Identify networks What red flags do you see? What might you do to4. Assess strengthleverage strengths andaddress red flags? 38 39617.395.8396maya@partneringresources.comwww.partneringresources.com6 7. The Commonwealth Institute, 10/2/2012Watch out for network trapsWhat is a network? The bottleneckThe formalistThe biased learnerThe science of networksHow high performers use networksAnalyzing your networksWatch out for network trapsHow to do it The disconnected expert The surface networker 4041Images: Gijs van Kooten et al. Traps: Cross, Thomas, &amp; Light, How Top Talent Uses Networks and Where Rising Stars Get TrappedWhat can you do if youve fallen intoQuick Quiz: Network Trapsa networking trap?Which network trap are you most likely to fall into?Biased learner(A) Bottleneck Has too much on their plate or has a tendencyBottleneck FormalistIdentify areas of Find information, decisions,Identify brokers, informal overinvestment andto be controllingand tasks that can be decision makers, and other underinvestment and takereallocated and/or mentorkey network players and(B) Formalist Relies too much on the formal structure andothers to provide backupalign with the formal systemsteps to balance thenetworkmisses the nuances(C) Disconnected expert Knows what they know butdoesnt keep up with new learningSurface networker Disconnected Expert Refocus attention on what(D) Biased learner Draws too much on old relationships orIdentify skill gaps and buildcan be offered, not justlike individualsties to those who can help what can be received, and fill gapsbuild relationships with(E) Surface networker Knows a lot of people superficially butcritical individualshasnt built trust 4344A Common Tip for Network BuildingWhat is a network?The science of networksHow high performers use networksAnalyzing your networksWatch out for network trapsHow to do it 4546617.395.8396maya@partneringresources.comwww.partneringresources.com7 8. The Commonwealth Institute, 10/2/2012Managing Relationships The Minimalist Approach Create aBuild tie Identify the critical connectors and gaps in weak tiestrengthyour network. Then 1. Schedule two coffee meetings per month Strong relationshipTwo DoWeak tiedisconnectednothing; Maintain people maintain relationshipweak tie 2. Forward two emails per week 3. Walk around the office and talk with peopletwo times per day 47 48Key to Building Your Network Where can you go from here?Project Performance The bottom line:Identify the individuals thatYou can improve your will make your project successful. Brokerperformance by relationships between those individuals.cultivating and leveragingyour networksProfessional SuccessSales PerformanceAnalyze your work Identify the people that you networks. Take corrective need to tap in order to action to remedy any increase sales productivity. network traps.Build those relationships.Using Knowledge Find knowledge hubs and gatekeepers. Connect them toimprove coordination across divisions. 49 50Photo: Sizumarus Photo Stream, Flickr. About the Presenter Founder of Partnering Resources, a management consulting company. What stands out as Specializes in helping companies meet complex change and collaboration challenges using network knowledge.most relevant to your Client list includes Alcatel-Lucent, Andover / Phillips Academy,work?eCopy, eTeck, Fidelity Investments, Financial Profiles, Hanover Insurance Group, MIT, and Merrimack Pharmaceutical, What are your next National Air and Space Administration, and the National Braille Press.steps? Teaches leadership, strategy, collaboration, and alignment through Boston University Corporate Education Center. What are your Published by CIO.Com, Mass High Tech, Chief Learning Officer, Talentquestions? Management, and other magazines and journals. Serves on the Editorial Review Board for OD Practitioner, the premier organization development practitioner journal in the US. Blogs at and Likes chocolate a lot. |617.395.8396| 8 </p>