Strategic Connections

Anne Baber, Lynne Waymon, Andre Alphonso, Jim Wylde

• Éditeur: AMACOM
• Année: 2015
• ISBN:
  9780814434970
• Sujet: Crescita personale
• Sous-sujet: Carriera

Unveiling eight indispensable competencies for the new Network-Oriented Workforce, Strategic Connections provides practical advice anyone can use for building better, more productive business relationships.

Smartphones, social media, and the Internet can only get a professional so far. At some point, the success of an organization will depend on face-to-face relationships, which means the isolated employees trying to do everything virtually will at some point have to fall back on the tried-and-true, essential skill of relationship building if they are going to survive in today's increasingly collaborative workforce.

You will discover how to:

• Commit to a positive, proactive networking mindset
• Earn trust
• Boost their social acumen and increase their likeability
• Master conversational skills and deepen interactions
• Employ storytelling to make communications memorable

Businesses don't have to look very far to find employees with a strong presence in the different social networks. If you want to stand out and make yourself invaluable to your organization, focus on making your presence known in the company's physical networks.

1

Commit to a New Networker Identity

Strategic Connections: Explore Opportunities

At one Ohio-based high-tech company, 35 consulting engineers spent every day at client sites. These engineers were told that one-third of their annual bonuses would be based on finding new or expanded work from these clients. Only three engineers came through. The other 32? Even with a substantial financial incentive dangling in front of them, they couldn’t and didn’t.

WHAT DID THE three engineers who took their bonuses to the bank have that the others didn’t? A robust and positive networker identity. Imagine them saying to themselves, “Yeah, I can see myself having those kinds of conversations with my client to explore new ways our firm might be of service.”

Everybody has a networker identity. In this chapter, you’ll learn how to expand and strengthen yours so you can participate fully in the emerging Network-Oriented Workplace. As you analyze your attitudes, you’ll let go of misconceptions and outdated notions about networking. As you redefine networking, you’ll adopt new ideas and beliefs to build a solid foundation for your new role. As you manage your mindset, you’ll make sure nothing will hold you back as you begin to update and expand your repertoire of networking skills.

Analyze Your Attitudes

What’s your current networker identity? To discover it, look through the list of comments below. Do you find one or more that you might give in answer to this question: “How do you feel about networking?”

“Networking comes easy for me. I’ve always done it, and I enjoy it.”

“I was raised in a culture that frowns on talking about oneself. I’m not comfortable with taking credit for my achievements.”

“I’m shy. Talking with strangers or even people I know is difficult.”

“Isn’t face to face rather old-fashioned? I’d rather connect electronically.”

“I do my job. Why should I have to promote myself?”

“I know networking’s important, but I don’t have the time.”

“I have to network for my job, so I’ve found role models and picked up some ideas. I’m sure there’s more to learn.”

Some 80 percent of people have beliefs that hold them back.

Those answers indicate the range of attitudes we see among employees. Our Contacts Count surveys show that only 20 percent of people are proficient networkers. If you’re in this group, networking comes naturally to you, or you’ve figured out how to do it. Your attitude is positive, and committing to a new networker identity will be an easy transition for you. The remaining 80 percent of people have beliefs about networking that keep them from doing it well—or at all. If you’re in this group, your attitude as you begin reading this book might be negative, or neutral, or fairly positive. Know that, wherever you are starting from, you can, if you keep an open mind, find your own networker identity that feels authentic and will help you succeed in the 21st-century Network-Oriented Workplace.

The Nine Biggest Misconceptions About Networking

The beliefs expressed here can prevent you from taking on your new networker identity. If you recognize yourself in any of these examples, think carefully about whether you want to hold on to a belief that limits your ability to learn and use the state-of-the-art skills presented in this book.

1. “I’m a CPA, I shouldn’t have to network,” says Manny. “My work should stand for itself.”

“The hardest people to get to network are scientists, engineers, and financial types,” say researchers Rob Cross, Andrew Hargadon, and Salvatore Parise in their 2008 Network Roundtable publication, “Critical Connections: Driving Rapid Innovation with a Network Perspective.” Some people have chosen what we call “quiet careers” that haven’t in the past required much interaction. But the workplace is changing: Today, individual contributors become collaborators. If you have a professional identity that does not include “networker,” it’s time to update your definition of yourself.

2. “I’m a professional engineer (architect, CPA, doctor, etc.),” says Andie. “I’m not in sales.”

Many organizations have now decided that “business development is everybody’s business.” That’s what the engineers in this chapter’s opening story found out when they were asked to talk with clients about expanding their engagements. In the new workplace, everyone takes ownership of the organization’s success and that includes bringing in the business, whatever your job title.

3. “I rarely get anything out of networking events,” says Mel, a purchasing manager, “so, I’ve quit going.”

In one Contacts Count study, more than 85 percent of people who attended a networking event said they hadn’t come looking for anything in particular. As the saying goes, “If you aim at nothing, you’ll hit it.” If Mel had gone with goals in mind, he’d have a good chance to find what he was looking for. Skilled networkers make events pay off. And, of course, networking doesn’t just happen at networking events; in the Network-Oriented Workplace, networking happens all during the workday—and beyond.

4. “If I ask for help, won’t I seem incompetent?” asks Liz, a budget analyst. “I don’t like the feeling of owing people.”

Asking for help results in better decisions and outputs; giving help results in higher job satisfaction. There’s no downside in those outcomes. “Everyone’s work is improved by a dynamic process of seeking and giving feedback, ideas, and assistance,” say Teresa Amabile, Colin M. Fisher, and Julianna Pillemar, authors of “IDEO’s Culture of Helping,” a 2014 article in the Harvard Business Review. Liz is stuck in a tit-for-tat notion of networking: You give me something, I owe you something back. But in the Network-Oriented Workplace, networkers don’t keep score; they give generously.

In the Network-Oriented Workplace, networkers give generously.

5. “If I’m networking, people will think I’m job-hunting,” says Ernesto, an IT supervisor.

Networking was once pigeonholed as a job-seeking/career-advancing tool. But it’s much more than that. The new environment encourages people to network not just for their own benefit, but also for the benefit of their organizations.

6. “Networking is manipulative,” says Teresa, a project manager. “I don’t like the idea of arm-twisting someone to get him to do something for me.”

In reality, that kind of approach to networking doesn’t work anyway. Subterfuge, indirection, and pushiness don’t get results. Those actions repel people rather than attract them. The best networkers teach their contacts to trust them. The trust-building process eliminates any hint of manipulation.

7. “Networking is just schmoozing,” says Karla, a manager of administrative services. “It’s boring and… uncomfortable.”

Strategic networkers sidestep superficialities and get down to business. They go beyond chitchat into conversations that can help them solve problems, come up with new ideas, and access valuable resources.

8. “I’m an introvert. I’ll never be a networker,” says Kyle, a manager in corporate planning.

The experts agree: Slightly over half of us are introverts. And often introverts find interacting overstimulating and energy-draining. But they have the edge when it comes to planning and listening—two qualities that are very important in building relationships. And they especially appreciate the detailed, step-by-step instructions we give for the skills in The 8 Competencies. In a Network-Oriented Workplace, we’d expect half of the employees to be introverts and capable networkers.

9. “I don’t need face-to-face skills,” says Lee. “Meeting with people is a waste of time. I just zap out an email or text message.”

Why take an either/or approach? Why not use both? There’s no doubt that people build trust faster when they’re face to face. That’s why strategic connectors choose in-person networking when they can.

Once you’re rid of beliefs that hold you back, you can replace them with new beliefs that help you move forward.

The Definition of Networking

If you had to define networking, what would you say? Here’s our definition:

Networking is the deliberate and discretionary process of creating, cultivating, and capitalizing on trust-based, mutually beneficial relationships for individual and organizational success.

Note that networking:

Is a process that takes time and intention.

Involves initiating, maintaining, and making use of relationships.

Is based on trust and benefits both parties.

Impacts your results—and your organization’s as well.

Once you understand this definition, use it in your belief system. These three beliefs are all you need:

1. Networking is valuable—to me and to my organization.

2. It can be learned.

3. I can learn it.

Believing in the value of networking shouldn’t be a stretch. You’ll find a wealth of examples of the benefits throughout this book. Look for examples that show the value of networking in getting your job done, in advancing your career, and in contributing to the success of your organization. Notice, too, the mounting evidence that organizations are recognizing the value of face-to-face networking and will be more and more supportive of y...