The most successful general managers generate and use more network relationships to drive organisation change than their less successful peers Building networks, and deploying sound networking skills, form the foundation of connection power. Within organisations this is an underrated form of influence. It has rapidly grown in importance as the information age has gathered pace.
Wide personal networks provide the conduits to get things done, by crossing departmental boundaries or disputed organisation territories.
Personal networks make it easier to contact and locate the right people when we require help to tackle an organisation change project. Hence, networks promote innovation.
Networking is about building relationships beyond the current role. It is based on the belief that we can achieve more together than apart. Strengthening connection power requires the continual building and updating of personal networks. They not only generate connection power for you, they also generate connection power for other people in the network relationship.
Establishes a firm foundation for the development of networking skills.
Four stages of networking – unsurprisingly getting started and keeping things going present the greatest challenges.
Four networking types – ultimately, aiming to become one type is the focus of development.
Seven networking competencies and a means of measurement to develop networking ability.
Your personal network is unique. It is available only to you, the person who builds and maintains it. Your personal network is an extension of you.