how leaders create and use networks
DESCRIPTION
Handout from Soulaima GournaiTRANSCRIPT
How leaders createHow leaders create
and use networks
NETWORKING WHY? NETWORKING WHY?
What separates successful leaders from the rest of the pack?
Networking.. Networking..
Networking is creating a tissue of personal contacts to
provide the support, feedback, and resources needed to get
things done or to sell something.
EXPERIENCE EXPERIENCE
Have a nose for opportunity
Successful leaders have a nose for opportunity and a knack for knowing Successful leaders have a nose for opportunity and a knack for knowing whom to tap to get things done. These qualities depend on a set of strategic networking skills that nonleaders rarely possess.
The most effective and know how to build and nurture them…. Leaders understand the differences among the different types of networks. Networking takes work. To lessen the pain and increase the gain.
EXPERIENCE EXPERIENCE
Too often organizations train their employees only to focus on features, benefits, and service offering, and neglect to remember that the relationships with stakeholders is everything, It is the sure way to find, grow and keep business”
EXPERIENCE EXPERIENCE
Mind your mind-set
Accept that networking is one of the most important requirements
of a leadership role.
To overcome any qualms about it, identify a person you respect
who networks effectively and ethically.
Observe how he or she uses networks to accomplish goals.
EXPERIENCE EXPERIENCE
Reallocate your time
Master the art of delegation, Master the art of delegation,
to liberate time you can then spend on cultivating networks.
EXPERIENCE EXPERIENCE
Establish connections
Create reasons for interacting with people outside your company Create reasons for interacting with people outside your company
(function); for instance, by taking advantage of social interests to
set the stage for addressing strategic concerns.
EXPERIENCE EXPERIENCE
Give and take
Don’t wait until you really need something badly to ask for a
favor from a network member. Instead, take every opportunity to
give to—and receive from—people in your networks,
whether you need help or not.
NETWORKING WHY? NETWORKING WHY?
The OPS view:
Operational:
people you need to accomplish your assigned, routine tasks people you need to accomplish your assigned, routine tasks
Personal:
kindred spirits outside your organization who can help you with advancement
Strategic:
people outside your control who will enable you to reach organizational objectives
Define your vision(s)
Map your network
PROCESSROCESS
Map your network
Nurture your network
Expand your network
TYPES TYPES OF NETWORKOF NETWORK
• Your private network (70%)
• Your professional network (20%)• Your professional network (20%)
• Your ’field’ network (10%)
The inner circle
THE NETWORKTHE NETWORK
The inner circle
The main network
The whole network
KNOW THE INNER CIRCLEKNOW THE INNER CIRCLE
Name Future
(3 years)
Needs
(now)
What can you do better?
KNOW THE INNER CIRCLEKNOW THE INNER CIRCLE
EXCERCISEEXCERCISE
Relevant members/people?
Key contacts follow from the
strategic context and the organizationalstrategic context and the organizational
Environment and it is not always clear who is
relevant.
Make a list of 5 key persons
COMPANY NEEDS COMPANY NEEDS
1) deadline
2) deadline
3) deadline
4) deadline
5) deadline
COMPANY NEEDS COMPANY NEEDS
Name Purpose How to find member
How to nurse and develop your relations?
How?
PLAN AND PRACTICE? PLAN AND PRACTICE?
How?
EXCERCISEEXCERCISE
How to map your network..?
A SMALL A SMALL EXCERCISEEXCERCISE
What can you give?
What can you take?
How do you ensurethat no one in yournetwork is forgotten?
________________________________________________________________________________________________________________________________________________________________________________
STRATEGYSTRATEGY FOR NURTURINGFOR NURTURING
forgotten? ____________________________________________________________________________________________________________________________________________________________________________________________
How do you ensurethat you have a positive accountwith everyoneimportant in your
________________________________________________________________________________________________________________________________________________________________________________
STRATEGYSTRATEGY FOR NURTURINGFOR NURTURING
with everyoneimportant in yournew leadersnetwork?
____________________________________________________________________________________________________________________________________________________________________________________________
THE STRONG PROFILETHE STRONG PROFILE
Copyright Soulaima Gourani Aps; soulaimagourani.dk
• How do you want to be remembered?
• What is the headline and benefit statement about
you that will stand out in someones mind?
YOUR PROFILEYOUR PROFILE
• What is it about you that makes you unique
compared to everyone else who does what you do?
A short profile of max 10 sec. describing:
• Your name
THE STRONG PROFILETHE STRONG PROFILE
• Your name
• The name of your company
• What you do with and emphasis on the needs that
you serve rather than what you do
• Say "I help people.."
NEWSLETTER
Soulaima Gourani, MBA
Is a highly respected businesswoman because of her knowledge, charisma, thought-provoking ideas, and
straightforward manner, as well as her uncompromising focus on value for the company and its customers and
relations. Soulaima Gourani is an expert within strategy and leadership.
Soulaima Gourani helps companies to achieve a more strategic and profitable organization that focus on
relations.
Soulaima is also special advisor to some of Scandinavia’s most demanding and ambitious companies, helping
them overcome complex challenges and become more professional and passionate players in their industries.
Read more:
www.soulaima.com