The most effective leaders understand the differences among the three types of networks and how to build them. Build your strategic network, and burnish your own-and your company’s-performance. But to really succeed, you must master strategic networking-by interacting regularly with people who can open your eyes to new business opportunities and help you capitalize on them.
But typically these programs facilitate only operational networking. The ability to move to this level of networking turns out to be a key test of leadership.Ĭompanies often recognize that networks are valuable, and they create explicit programs to support them. At this level, a manager creates the kind of network that will help uncover and capitalize on new opportunities for the company. Strategic networking puts the tools of networking in the service of business goals.
Personal networking engages kindred spirits from outside an organization in an individual’s efforts to learn and find opportunities for personal advancement. It involves cultivating stronger relationships with colleagues whose membership in the network is clear their roles define them as stakeholders. Operational networking is geared toward doing one’s assigned tasks more effectively. On the basis of a close study of 30 emerging leaders, the authors outline three distinct forms of networking. But even people who understand that networking is a legitimate and necessary part of their jobs can be discouraged by the payoff-because they are doing it in too limited a fashion. Working through networks, they believe, means relying on “who you know” rather than “what you know”-a hypocritical, possibly unethical, way to get things done. Indeed, it’s a requirement even for those focused simply on doing their current jobs well. Most people acknowledge that networking-creating a fabric of personal contacts to provide support, feedback, insight, and resources-is an essential activity for an ambitious manager.
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