Art & Science of Networking
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Transcript of Art & Science of Networking
The Commonwealth Institute, 10/2/2012
617.395.8396maya@partneringresources.comwww.partneringresources.com 1
The Commonwealth Institute
October 2, 2012
Maya Townsend
Partnering Resources
The Art & Science of NetworkingYes, There Is a Science!
2
The Point
The top 20% of performers in
organizations are more likely to cultivate and
leverage their networks.
3
Objectives
• Increased understanding of the science behind networking
• The three different kinds of networks—strategic, operational, and personal—and how to use each one
• Preliminary strategic analysis of their own networks
• Identification of the gaps in their personal networks and ideas about how to fill those gaps
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Howdy, Neighbor!
• Turn to the person next to you.
• Swap business cards.
• 3 minutes to discuss:► What do you like most
about networking?
► What is your greatest fear or concern about networking?
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What is a network?The science of networksHow high performers use networksAnalyzing your networksWatch out for network trapsHow to do it
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Networks are about movement
Computer networks move data from location to location
Public transportation networks help people travel in cities
The circulatory system carries oxygen and carbon dioxide to and from our cells
What is a Network?
The Commonwealth Institute, 10/2/2012
617.395.8396maya@partneringresources.comwww.partneringresources.com 2
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The Simplest Network
You have a question
You ask your friend Mary
She doesn’t know the answer and calls
Sam for advice
Sam knows how to answer the
question so Mary connects you to
Sam
Problem solved!
Human networks are also all about movement: The movement of information
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All In All…
• A network consists of the trusted relationships created in order to…► Exchange information
► Complete work
► Get advice
► Solve problems
► Socialize
Image: TouchGraph.
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Networks versus Social Networks
Social network tools help us develop and maintain networks But the goal is the network
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Networks are Ancient
Tribe 1155
Village 148
Overnight Camp
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Core Group
2 - 6
© 2011 Maya Townsend. Data: Christakis & Fowler, Connected.
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Weak Links are Important
Weak links are more casual, sporadic,
unplanned, or fleeting
© 2011 Maya Townsend. Image: WebWizzard on flickr.com.14
The Power of Weak Links
• Weak links outperform strong links when attempting to connect to a different world
• 25% of jobs secured through contacts who were hardly ever seen (Granovetter study)
Data: Koch & Lockwood, Superconnect.
The Commonwealth Institute, 10/2/2012
617.395.8396maya@partneringresources.comwww.partneringresources.com 3
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What is a network?The science of networksHow high performers use networksAnalyzing your networksWatch out for network trapsHow to do it
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Critical Connector Quiz
If you answered “Yes” to questions…
#1 AND #3 – Put a yellowdot on your name tag.
#2 AND #6 – Put a greendot on your name tag.
#4 AND $5 – Put a red dot on your name tag.
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The Secret to Managing Networks: Critical Connectors• Identified by Dr. Karen
Stephenson• Exist in all networks• Critical Connectors
comprise only 5% -15% of the network
• Three Critical Connectors ► Hubs► Gatekeepers► Pulsetakers
Image: © 2005 NetForm, Inc. Used with permission.19
The Hub
• Highly and directly connected with many people
• Communicate and disseminate knowledge through the organization
GaryHarry
Chris
Cathy
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The Gatekeeper
• Serve as links between departments, functions, and groups
• Act as information gateways
• Broker knowledge between critical parts of the organization
GaryHarry
Chris
Cathy
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The Pulsetaker
• Have maximum influence using minimum number of direct contacts
• Work through indirect means
GaryHarry
Chris
Cathy
The Commonwealth Institute, 10/2/2012
617.395.8396maya@partneringresources.comwww.partneringresources.com 4
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The Pulsetaker: 6º of Separation Master
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Companies like Org Charts…
Jane is at the individual contributor level on the org chart
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But There’s More to the Story
Jane
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Howdy, Neighbor!
• Turn to the person on the other side.
• Swap business cards.
• 5 minutes to discuss:► Do you think you might
be a hub, gatekeeper, or pulsetaker? If so, why?
► What hubs, gatekeepers, and pulsetakers do you know at work?
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What is a network?The science of networksHow high performers use networksAnalyzing your networksWatch out for network trapsHow to do it
27
Network Knowledge & High Performance
• 36 - 42% more likely to exceed expectations
• 43 – 72% more likely to be promoted
• 42 – 74% more likely to stay with the company
41%
34%
5%
30%
24%
12%15%
11% 11%
"Far Exceeds"Expectations
Promoted to HigherRank
Left Company
BLP Graduates Control Group Others in Top 5 Job Ranks
From Burt & Ronchi, “Teaching Executives to See Social Capital: Results from a Field Experiment.”
The Commonwealth Institute, 10/2/2012
617.395.8396maya@partneringresources.comwww.partneringresources.com 5
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High Performers are More Likely to…
• Build high-quality relationships
• Invest in relationships to extend expertise, balance biases, and prevent career traps
• Position selves at key network points and leverage people around them
• Cultivate select ties with external experts
The top 20% of employees are more likely to build and maintain personal
networks
From Cross, Thomas, & Light, How Top Talent Uses Networks and Where Rising Stars Get Trapped.29
Network Considerations of High Performers
• Operational
• Personal
• Strategic
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Operational Networking
• People who can help you…
► Get work done
► Fulfill your work responsibilities
• Contacts are usually internal and
focused on current demands
• Your job: build strong working
relationships
• Who do you need in order to get
things done?
Three types of networking from Ibarra & Hunter, Harvard Business Review.31
Personal Networking
• People who can help you…► Grow personally and professionally
► Provide referrals to useful information and contacts
► Give honest, caring feedback
• Contacts are usually external and share current interests or future potential interests
• Your job: Reach out to people who can make referrals or give advice
• Who do you need in order to develop professionally?
Three types of networking from Ibarra & Hunter, Harvard Business Review. Image by Wonderlane on flickr.
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Strategic Networking
• People who can help you… ► Figure out future priorities and
challenges
► Get stakeholder support for the future you want to create
• Contacts are future-oriented and can be internal or external
• Your job: Create leverage—draw on resources from one area to achieve results in another
• Who do you need to build the future you want?
Three types of networking from Ibarra & Hunter, Harvard Business Review. Image: Aussie Gal on flickr.33
What is a network?The science of networksHow high performers use networksAnalyzing your networksWatch out for network trapsHow to do it
The Commonwealth Institute, 10/2/2012
617.395.8396maya@partneringresources.comwww.partneringresources.com 6
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Connections in my field
Last full-time job
Connections where I teach
University client
Former client
Board connections / Boston connections
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Critical Connector
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Advisory Board Member
37
Colleague Just Back in Workforce
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Quick Network Assessment
1. Jot down the ten people you interact with most frequently on the job
2. Identify differences
3. Identify networks
4. Assess strength
39
Analyzing Your Network
• Turn to the person behind you.
• Swap business cards.
• You have 10 minutes:► What strengths do you see
in your network?
► What red flags do you see?
► What might you do to leverage strengths and address red flags?
The Commonwealth Institute, 10/2/2012
617.395.8396maya@partneringresources.comwww.partneringresources.com 7
40
What is a network?The science of networksHow high performers use networksAnalyzing your networksWatch out for network trapsHow to do it
41
Watch out for network traps…
Images: Gijs van Kooten et al. Traps: Cross, Thomas, & Light, How Top Talent Uses Networks and Where Rising Stars Get Trapped
The bottleneckThe bottleneckThe bottleneck The biased learner
The disconnected expert
The formalist
The surface networker
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Quick Quiz: Network Traps
Which network trap are you most likely to fall into?
(A) Bottleneck – Has too much on their plate or has a tendency to be controlling
(B) Formalist – Relies too much on the formal structure and misses the nuances
(C) Disconnected expert – Knows what they know… but doesn’t keep up with new learning
(D) Biased learner – Draws too much on old relationships or “like” individuals
(E) Surface networker – Knows a lot of people superficially but hasn’t built trust
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What can you do if you’ve fallen into a networking trap?
BottleneckFind information, decisions,
and tasks that can be reallocated and/or mentor others to provide backup
Formalist Identify brokers, informal
decision makers, and other key network players and
align with the formal system
Biased learner Identify areas of
overinvestment and underinvestment and take
steps to balance the network
Disconnected Expert Identify skill gaps and build ties to those who can help
fill gaps
Surface networker Refocus attention on what
can be offered, not just what can be received, and
build relationships with critical individuals
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What is a network?The science of networksHow high performers use networksAnalyzing your networksWatch out for network trapsHow to do it
46
A Common Tip for Network Building
The Commonwealth Institute, 10/2/2012
617.395.8396maya@partneringresources.comwww.partneringresources.com 8
47
Managing Relationships
Two disconnected
people
Create a weak tie
Do nothing; maintain weak tieW
eak
tie
Build tie strength
Str
ong
rela
tions
hip
Maintain relationship
48
The Minimalist Approach
Identify the critical connectors and gaps in your network. Then…
1. Schedule two coffee meetings per month
2. Forward two emails per week
3. Walk around the office and talk with people two times per day
49
Key to Building Your Network
Photo: Sizumaru’s Photo Stream, Flickr.50
Where can you go from here?Project Performance
Identify the individuals that will make your project
successful. Broker relationships between those
individuals.
Sales Performance
Identify the people that you need to tap in order to
increase sales productivity. Build those relationships.
Using Knowledge
Find knowledge hubs and gatekeepers. Connect them to improve coordination across
divisions.
Professional Success
Analyze your work networks. Take corrective
action to remedy any network traps.
The bottom line:You can improve your
performance by cultivating and leveraging
your networks
51
• What stands out as most relevant to your work?
• What are your next steps?
• What are your questions?
About the Presenter
• Founder of Partnering Resources, a management consulting company.
• Specializes in helping companies meet complex change and collaboration challenges using network knowledge.
• Client list includes Alcatel-Lucent, Andover / Phillips Academy, eCopy, eTeck, Fidelity Investments, Financial Profiles, Hanover Insurance Group, MIT, and Merrimack Pharmaceutical, National Air and Space Administration, and the National Braille Press.
[email protected] |617.395.8396|http://partneringresources.com
• Teaches leadership, strategy, collaboration, and alignment through Boston University Corporate Education Center.
• Published by CIO.Com, Mass High Tech, Chief Learning Officer, Talent 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 http://partneringresources.com and http://www.futureofworkenabled.com
• Likes chocolate a lot.