PHIL WILLBURN (@pwillburn) FACULTY, NETWORK SCIENTIST

CENTER FOR CREATIVE LEADERSHIP

THE NETWORK ROUNDTABLE CONFERENCE APRIL 2-3, 2013

N E T W O R K C H A L L E N G E S T H R O U G H O U T A L E A D E R ’ S C A R E E R

Leadership Network Diagnostic

Place holder for flat land

picture

@pwillburn

Place holder for vertical

picture

@pwillburn

Leadership at all levels

Leading

Self

Leading

Others

Leading

Managers

Leading

the

Function

Leading

the

Organization

Individual

contributors,

professional

staff and

emerging

leaders

Leaders of

individual

contributors

Leaders of

managers

and/or senior

professional

staff

Leaders of

functions or

divisions

Leaders of the

enterprise

@pwillburn

@pwillburn

FIRST-LINE

SUPERVISOR

LEADING SELF

LEADING OTHERS

LEADING MANAGERS

LEADING THE FUNCTION

LEADING THE ORGANIZATION

HIGH-POTENTIAL

LEADER

MIDDLE

MANAGER

EXECUTIVE

Network Derailment Patterns

@pwillburn

Derailment

@pwillburn

1. Problems With Interpersonal Relationships

2. Difficulty Building And Leading A Team

3. Difficulty Changing Or Adapting

4. Failure To Meet Business Objectives

5. Too Narrow Functional Orientation

Problems that Stall a Career

@pwillburn

Network Derailment Framework

4 key leadership transitions

Predictable Network (re)Actions

Network Derailment Patterns

@pwillburn

Network Challenges Throughout A Leader’s Career Predictable Network (re)Actions and Network Derailment Patterns

© 2013 Center for Creative Leadership. All rights reserved. @pwillburn

FIRST-LINE SUPERVISOR

LEADING SELF LEADING OTHERS

@pwillburn

LEADING OTHERS LEADING MANAGERS

HIGH-POTENTIAL LEADER

@pwillburn

Matt & Eric

@pwillburn

Matt Eric

Matt & Eric

@pwillburn

Matt Eric

LEADING MANAGERS LEADING THE FUNCTION

MIDDLE MANAGER

@pwillburn

Sue & Sarah

@pwillburn

Relationships Type Sue Sarah Brings New Perspective to Work 12.5% 0.0%

Confidante 4.7% 0.0%

Connection to the Top 3.1% 1.8%

Ethical Wise Mentors 3.1% 3.6%

General Career Advice 1.6% 3.6%

Industry Insiders - Trends 6.3% 3.6%

Political Coverage or Insight 3.1% 0.0%

Informal Mentor 0.0% 1.8%

Mentor 0.0% 34.4% 3.6% 17.9%

Be Real With at Work Sounding Board Feedback 6.3% 5.4%

Business Partners 6.3% 28.6%

Go to People - Get stuff done 1.6% 5.4%

Technical Expertise 1.6% 1.8%

Mentee 1.6% 0.0%

Keep out of Trouble 0.0% 7.1%

Manager 0.0% 1.8%

Geographic Insiders 0.0% 17.2% 1.8% 51.8% Blow off Steam - Venting 4.7% 5.4%

Emotional Support 4.7% 5.4%

Familial Support 1.6% 1.8%

Friends for Hobbies 4.7% 0.0%

Good for a Laugh 3.1% 0.0%

Quick Break Friend 1.6% 3.6%

Personal Cheerleaders 3.1% 0.0%

Safety Blanket - Emergency Support 1.6% 1.8%

Ultimate Trusted Partner 6.3% 0.0%

Work Life Balance Role Model 6.3% 0.0%

Advisors for Changing Jobs 1.6% 39.1% 5.4% 23.2% Hired me into the company or Got Me My Current Role 1.6% 0.0%

Successful or Unsuccessful Friends - Help Gauge my Success 7.8% 3.6%

Latent Contacts Advisors 0.0% 1.8%

What not to do Role Model 0.0% 9.4% 1.8% 7.1%

34.4%

17.9%

Sue Sarah

17.2%

51.8%

Sue Sarah

39.1%

23.2%

Sue Sarah

Strategic

Operational

Personal

LEADING THE FUNCTION LEADING THE ORGANIZATION

EXECUTIVE

@pwillburn

Karen

Karen

HR

Finance

Ops Mgr

Ops Mgr

Ops Mgr

Ops Mgr CTO

Staff Staff Staff

Staff

Staff

Staff

Ops Mgr

Ops Mgr

Interact!

@pwillburn

Discussion Question

As you were listening to the

Network Derailment Framework,

what resonated with your own

career experience or things you’ve

observed in other leaders’ careers?

@pwillburn

First- l ine Supervisor

Transit ioning Relationships

6 Tactics for Transitioning Relationships

1. Actively monitor your relationships

2. Start providing feedback from the data you’ve gathered (SBI)

3. Start actively asking for Feedforward/Feedback

4. Regularly discuss the team’s goals/objectives

5. Branch out with new relationships – even if they violate group norms

6. Delegate as soon as possible

@pwillburn

High-Potential Leader

Strengthen Relationships

6 Tactics for Strengthen Relationships

1. Increase the number of different topics you discuss

2. Decrease the number of projects and relationships you manage

3. Gradual Self-Disclosure (family, hobbies, interests, fears, goals)

4. Bond through adversity, adventure, and/or exercise

5. Reciprocate + 1

6. Go out of your way for someone

@pwillburn

Middle Manager

Create Strategic Relationships

6 Tactics for Creating Strategic Relationships

1. Reach out to colleagues in the same roll

2. Ask for business advice

3. Ask for career advice

4. Introduce two people you want to meet

5. Help a contact get a job inside your organization

6. Delegate more operations to your employees

@pwillburn

Executives

Un-Insulate Network

6 Tactics for Un-Insulating Your Network

1. Tap into your Latent Network (your previous contacts)

2. Spend time at a start-up within your business sector.

3. Attend a conference you have never before attended.

4. Be a guest speaker at a local or national event.

5. Find a personal network assisstant

6. Introduce two executives at the same level who do not know each other.

@pwillburn

Call to Action

John Locke

Jack Sheppard

Hurley

Lost relationships based on co-presence in flashbacks, through season 4

Harry Potter and the Sorcerer’s Stone: Communication Network

Severus Snape

Harry Potter

Rubeus Hagrid

Brutus Mark Antony

Caius Cassius

Downton Abbey Season 1

PHIL WILLBURN willburnp@ccl.org

@pwillburn

N E T W O R K C H A L L E N G E S T H R O U G H O U T A L E A D E R ’ S C A R E E R