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Are you a Manager or Leader? How do you network?

A recent study in the Harvard Business Review by Hermina Ibarra and Mark Hunter identified that true leaders appear to possess a set of ‘strategic’ networking skills that non leaders rarely possess.

The authors of the study found that there are three types of networking:

• Operational networking. This focuses on efficient working and most contacts are internal and related to current needs. In other words they are relationships that are built with others who can help them do their jobs. Often these relationships are not chosen but prescribed by the task and the organisation.
• Personal. This tends to focus on enhancing personal and professional development. The contacts can be internal but are mainly external via professional associations, societies, and tend to relate to current and/or potential future interests. These relationships are invariably ‘discretionary’, and often the individual is looking for referrals.
• Strategic. This type of networking is aimed at identifying future challenges, priorities and new directions for the organisation (and themselves). The contacts are usually a mixture of internal and external people. They enable the individual to ‘plug into’ the opinion leaders, stakeholders, influencers that will help to shape the environment that their organisation is in.

The researchers found the Operational approach was the one most used and favoured by managers. Very few in the study utilised strategic networking as much as they could have done.

However, if leadership is about looking into the future, working out the best way to go and enlisting the support of many different people (both internally and externally), to get there, then strategic networking is of vital importance.

‘I am not surprised by the findings of this survey’, said Mark Evenden, from Developing People. ‘Effective networking is vital in modern business but many people just don’t do it because it is outside of their comfort zone.’ Mark added, ‘this is an interesting piece of research because we have coached a number of managers to help them build their confidence and overcome the dread of networking the result of which has improved their impact and influence.’

There are a number of tips that can help to improve your networking skills, for example:

• Change the way you think about networking. Like anything, if you do not assign enough importance to it you will not do it.
• Develop your social skills and confidence. Get feedback from others on how you come across. Are you open and friendly? What does your body language say about you? Can you speak clearly and confidently about a subject?
• Learn to ask questions with comfort, sincerity and interest. Have a series of ‘stock’ questions prepared in your mind before you meet people for the first time.
• Become a better listener. Ask a question and then be quiet until you hear the answer.
• Practice by talking to people you don't know everywhere you go. Try it out a local meetings, parties or weddings. But don’t forget they are just the tip of the iceberg; don't forget about airplanes, trains, taxis, supermarkets, sporting events, festivals, and so on.
• Once you have started a relationship - keep it going. Use every opportunity, however small to strengthen it.
• Finally, don’t forget the truism – the way people behave towards you will be dictated by the way you behave towards them. If you build supportive networks with others, they will support you in return.

Further details on the above article can be found at www.hbr.org. If you are interested in developing your strategic networking skills, please contact Mark Evenden on 01538 304186.