building strategic networks

Building Strategic Networks – Cultivating Relationships that Matter

Dr. Kym Harris

Educational Workshop Sponsors

What are yourThoughts about

Networking?

What are yourthoughts about

Networking?


Networking?

The Research


Networking?

The Research

The Center for Creative Leadership (Connecting with Others)

How Leaders Create and Use NetworksHerminia Ibarra and Mark Lee Hunter

Networking“Creating a fabric of personal contacts who will provide support, feedback, insight, resources and information is simultaneously one of the most self-evident and one of the most dreaded developmental challenges that…leaders must address.”

How Leaders Create and Use NetworksHerminia Ibarra and Mark Lee Hunter, HBR, 2012


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How Leaders Create and Use Networks

“Unpleasant task of trading favors with strangers is a luxury I can’t afford.”

“Insincere or manipulative – at best an elegant way of using people.”

“Stupid Political games”

“We’ve seen others who avoided networking or failed at it because they let interpersonal chemistry, not strategic needs determine which relationships they

cultivated”


Networking?“...the alternative to

networking is to fail – either in reaching for a leadership position or in

succeeding at it.”


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Building relationships is one of the strongest skill sets related to leadership effectiveness. Leaders with experience building relationships are seen as more effective.

Center for Creative Leadership| Connecting with others

of respondents said that “building and maintaining relationships is a critical leadership competency.”

75%


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Center for Creative Leadership| Collaboration

of 250 executives surveyed said that “collaboration is critical to success.”

100%

Collaboration enables innovation, which plays a key role in a company’s ability to

stay competitive.

Building Your Networks


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The Three Forms of Networking

Operational Personal Strategic

Distinct and Interdependent


Networking?The Work

Increase Your

Airtime

Prescribed by the job and organizational structure

Primarily internal and determined by routine and short term goals

Fueled by rapport and trust

Focus is the task at hand

Operational Networks


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Personal Networks

The Person

Increase Your

Airtime

Increase Visibility

Provides new perspective, with potential to fuel growth and advancement

Contacts provide referrals, relevant information, and development support

Primarily external but not exclusively


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Strategic Networks

Increase Your

Airtime

Increase Visibility

The Business

“A set of relationships and information sources that cross organizational and functional boundaries ”

Lateral and vertical relationships with other functional and business unit managers that become a lifeline for revealing how a leader’s contributions fit into the big picture.


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Strategic Networks are characterized by…

The ability to marshal information, support, and resources from one sector of a network to achieve results to another.

The use of indirect influence, convincing one person in the network to get someone who is not in the network to take a needed action.

The way in which they “shape in their own image” to create networks favorable to a leader’s business goals.


Networking?1. Reframe Your Thinking

2. Re-allocate Your Time

3. Identify a Role Model

4. Work from the outside in

5. Phone calls can build relationships

6. Learn to Read People

7. Leverage Professional organizations

8. Go beyond your industry or current circle of connections

9. Share information that is relevant to your network

Strategies for building Strategic Networks

Stick with it!

Things to Consider


Networking?TRUST

“Trust is the newworkplace currency”~Nan S. Russell, Psychology Today.com


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The first job of any leader is to inspire trust. Trust is born of two dimensions:

Character (integrity, motive, and intent with people)

Competence (capabilities, skills, results and track record)

~How the Best Leaders Trust, Stephen Covey, LeadershipNow.com


Networking?

“…The way to influence – and lead – is to begin with warmth. Warmth is the conduit of influence: it

facilitates trust and the communication and absorption of ideas. Even a few small nonverbal signals… can

show people that you’re pleased to be in their company and attentive to their concerns. Prioritizing

warm helps you connect immediately with those around you, demonstrating that you can hear them,

understand them, and can be trusted by them.”~Connect, Then Lead, Amy Cuddy, Matthew Kohut, and John Neffinger, HBR, 2013


Networking?

“When we show our power

alongside our humanity, others connect to us.

It’s the combination that

creates great presence.”

“Connection is key to executive

presence -being accessible enough

that others can relate to you. The

core of this relatedness or

connection is the ability to balance competency with

vulnerability.”

~ Kristi Hedges

The Power of Presence

ExecutivePresence


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1. Think of one person who as been influential in your career (boss, colleague, mentor), someone you would go back to work with in a heartbeat.

2. List 5 qualities that describe that person

3. Label each quality either “competence” or “connection”

4. What is the ratio to competence to connection?

Share your thoughts…

Exercise


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Intimacy (emotions)

Self-Orientation (motives)

Credibility (words)

Reliability (actions)

Your content expertise and presentation of your knowledge. Includes academic degrees and relevant experience.

Your ability to deliver the same way and at the same level over time. It is enhanced by increased positive interactions.

Your ability to open up and encourage others to open up as well - to ensure that the “real issues” are always dealt with.

The extent to which you are fixated on yourself in every situation. Needing to look intelligent, have the right answer, push your agenda, or win at any cost.

The Trust Equation


Networking?Credibility + Reliability + Intimacy

Self-Orientation

Source: The Trusted Advisor, David H. Maister, Charles H. Green and Robert M. Galford

The Trust Equation

1. Calculate the trust equation for a relationship you’d like to strengthen.

2. Give yourself a rating of 1 to 10 on the four trust variables and calculate your score.

Credibility + reliability + intimacy

Self –orientation

3. How do you measure up?

4. What variable can you begin to enhance?

What is your Trust score?

Exercise

Why is all of thisImportant?


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The Rules Are Changing

“The rules for work are changing. We are being judged by a new yard stick; not just by how smart we are, but how we handle ourselves and each other.”

~ Daniel Goleman, Author, Working with Emotional Intelligence

“Relevant traits such as warmth, empathy, humor, and humility that imbue you with a kind of welcome

authority engaging other’s hearts and

[minds] in the moment and over

time.”~ Center for Talent Innovation

“Warmth contributes significantly

more to others’ evaluations of us – and it’s judged

before competence.”~ Harvard Business

Review, Connect, Then Lead.

Cuddy, Kohut, and Neffinger. July-August 2013

EmotionalIntelligence


Networking?

The Convergence

Research Trust EmotionalIntelligence

Comprehensive Competence

ComprehensiveCompetence

“When the extent and quality of your

professional relationships and

the positive perceptions of others equal or

exceed your strong performance.”

~ Excerpt from the

Book of My Life Experience

“At the core, Comprehensive

Competence is about moving beyond the

work to show up Real, Engage, Connect, and be Vulnerable. This is what is required for

authentic relationships” Dr. Kym

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In Summary


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building strategic networks – cultivating relationships that matter dr. kym harris educational...

Documents

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interdependent slide

mark lee hunter slide

personal networks

vertical relationships

set of relationships

use networks herminia