connectivity
By Christine de Largy, Executive Fellow with the Leadership Institute, London Business School
Many hate the idea of networking, seeing it as self-promotion, self-serving, even manipulative; I would argue the opposite is true. Effective networking is exchanging new ideas, helping others and accessing honest information. Building a strong diverse, professional network is vital for today’s leaders. We need leaders who adapt to ongoing global uncertainty and disruption, to harness innovation and solve complex problems such as environmental sustainability and social inequity. As my London Business School colleague Professor Hermina Ibarra outlines in her paper on future leadership skills, to solve these problems the leader cannot ‘know it all’. Instead, leaders need to learn about things the organization does not know rather than continuously focus on improving what is known.
Learning what the organization does does not know requires diverse perspectives. For example, Google found that the highest performing employees tended to build larger, more productive networks. By connecting with different people, they forged bonds that fostered collaboration and improved performance. Equally, consider that, as you gain seniority, your technical or functional skills become more strategically oriented and the focus shifts to relational not analytical tasks. Building trusted relationships to form a diverse network is a vital resource for future success.
However, building a diverse network requires some thought. To be part of a network is to be part of a system of interconnected people who interact, exchange information, and develop professional or social contacts. Being part of a network or group, in evolutionary terms, provides strong social bonds which help our survival. The good news is that we are hard-wired to form groups but there is a cost in terms of diversity. Tajfel and Turner’s 1979 seminal research on groups showed that to feel we belong to a group requires that we adopt the group norms, values and behaviors. Thus, we might have networks filled with ‘people-like-us’. The homogenous network may provide strong social bonds but may not provide the diverse perspectives and resources needed in turbulent times. The leader who builds a network and therefore has access to the most diverse perspectives will have the advantage.
Here are seven steps towards becoming a networked leader.
How to network?
1. You already have the skills
Many struggle to network, blaming lack of confidence. But we all belong to and manage networks, whether family, friends, work, or hobbies. We forge mutually-trusted relationships, through common interests and curiosity; this is networking. Think of your professional network as developing friends in businesshelping and learning from others.
2. When to network? Anytime, anywhere, anywhere
Networking for some is a last resort – done only when looking for, or forced to look, for a new role. However, a strong network provides support, feedback, insight, information, and resources that help you deliver in your current role and foster your personal development towards future roles. Build your network whenever and wherever you are meeting people with whom you genuinely connect.
3. How many contacts? Dunbar’s number
Robin Dunbar in his book ‘How many friends does one person need?: Dunbar’s number and other evolutionary quirks’, suggests 150 contacts are manageable. His view of hierarchy and levels of closeness is based upon the central premise that each of us has up to five people forming a central supportive clique around us, with increasing numbers of people radiating out from this central core. From this initial group of five, your level of closeness increases by up to 15 people who form your sympathy group, then by up to 50 who form your active or close network and then by up to 150 who are in your personal network. When building your network, plan in these terms, to manage the frequency and type of contact at each level.
4. Are your contacts operational or strategic?
There are different types of contacts and reasons for building your network. Ibarra and Hunter in their 2007 paper ‘How leaders create and use networks’ provide useful categorisations to help you think about your existing contacts and where further investment may be beneficial:
· operational networks – are internally and task focused. They include your immediate team, superiors, peers, suppliers and customers.
· Personal networks – provide a safe space for personal development and testing new ideas. They may be internal or external contacts, from professional organizations and alumni groups.
· Strategic networks – consider broader strategic issues, to diagnose the professional and political landscape. These may be lateral and vertical connections outside the business unit or organization.
These groups are not mutually exclusive, but awareness of these categories will help build a comprehensive network and strategic resource.
5. Where is the best to network, large or small groups?
Work out the right context for you. Some love attending large networking events and measuring their success by the number of LinkedIn invitations. You may find it more fruitful to connect with just two people, with whom you truly connect, and develop a meaningful, longer-term relationship.
Find events that work for you, from one-to-one coffee or lunch meetings, to invitations to attend events of mutual interest. Most importantly, set yourself realistic goals: “I will attend this event and speak to at least two people I did not know before”.
How you network is more important than where you network.
6. How to network by reframing your thoughts
To get the most from your networking efforts, it may be helpful to reframe your thoughts.
Change your mindset from self-promotion, to helping others. It’s not what other people can do for you, but what you can do for them. A question to have in mind is, ‘What is keeping you awake at night?’. Alternatively, ask for help. I have never met anyone who has been refused.
7. Making your network count
Before you approach anyone, or attend an event, do your research and plan; network with a purpose. Reflect on ‘What is in it for others?’ and ‘What can you offer them?’. Balance 51% of the time on them and 49% on your objectives.
Build relationships not contacts – you are building your network when you build relationships, and this requires diligent follow-up. A relationship is two-way, so ask a question, like requesting they send you the article or details of the event to which they are referred.
Record keeping is helpful too. Keep an Excel spreadsheet (or even better an Access database) to manage all the information about your network. You cannot remember 150 people’s interests and contact details.
After all this, don’t forget to feed the relationship. Keep in touch by sending value-add communications that are relevant. Junk mail is only junk if the communication is irrelevant to the receiver. It takes effort to build your network, but is enjoyable when you choose to be curious, have a learning mindset, and want to help people.
Not all relationships are equal. Just as buildings have radiators and drains, not all contacts are equal. Some people are draining and work in isolation. Others are radiators, connected to many and always in learning mode. Make these your friends in business.
It is never too early, or too late to start building your network.
The most important thing is to commit, plan and do it.
Allocate time in your diary, every day, week, or month. Aim to dedicate, perhaps, 10% of your time to networking related activities. This will be time well spent and will pay dividends towards your strategic development as a networked leader who is more able to bring together diverse thinking to solve the most complex strategic problems.
Christine de Largy is an Executive Fellow with the Leadership Institute, London Business School. Prior to this she was Chair, UK Board Services Harvey Nash, advising board directors on career planning. Her interests focus on promoting the ESG agenda at board and executive level.