I I A G deAs nto ctIon uIdebooks Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.
The Ideas Into Action Guidebook Series This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated, since its incep- tion in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and execu- tives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today’s leadership and organizational challenges. The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL’s mission to ad- vance the understanding, practice, and development of leadership for the benefit of society worldwide. We think you will find the Ideas Into Action Guidebooks an important addition to your leadership toolkit.
Table of Contents 7 Networking for Leaders 10 Mapping Your Network 11 Six Requirements of Leadership Networking 16 Barriers to Building a Leadership Network 20 Assessing Your Network 25 Strategies for Developing Your Leadership Network 28 Setting Goals and Taking Action 30 Suggested Readings 30 Background 31 Key Point Summary.
Ideas Into Action Guidebooks Executive Brief Networking is essential to effective leadership in today’s orga- nizations. Leaders who are skilled networkers have access to people, information, and resources to help solve problems and create opportunities. Leaders who neglect their networks are missing out on a critical component of their role as leaders. This book will help leaders take a new view of networking and pro- vide insight into how to enhance their networks and become effective at leadership networking.
Leadership Networking Networking for Leaders Welcome to the network! Were you aware that you’re already a member? A network is a set of connected relationships with people inside and outside your organization upon whom you depend to accomplish your work. Within your existing network, you share information, collaborate, and solve problems. Sometimes you pitch in or cover for each other, make referrals, endorse and support. Other times you push back or offer criticism. Within your network, there are differences of opinion, even cliques and conflict. From your current position, you influence and respond to the network. Conventional wisdom often places networking in the context of looking for a new job, chatting at parties and events, or working in sales. The ability to network is useful in those situations, but it is in the day-to-day work of leading where networking becomes an essential and indispensable skill. Leadership networking is not about collecting business cards or schmoozing. Leadership net- working is about building relationships and making alliances in service of others—customers, clients, constituents, peers, bosses, and employees—and in service of the organization’s work and goals. A robust leadership network helps provide access to people, information, and resources. Leaders can use those connections to solve problems and create opportunities.
Leadership Networking In this fluid, multidimensional environment, leaders are more dependent upon other people to get access, information, and resources to accomplish tasks and goals. They get things done through a large and often diverse network of people over whom they have little (if any) direct control. Much of their work is ac- complished by using relationship-rich skills like influence, com- munication, and political savvy. Leadership networking provides a conduit and a context for using those kinds of skills to get results.
Ideas Into Action Guidebooks 5 Leadership Networking Calls for Savvy Negotiating Skill Effective negotiators know when to push hard and when to back off, when to share information and when to hold back, when to swap resources, and when to trade short-term outcomes for a long-term goal. This skill is linked closely to being aware of resources and needs—those that you have and those that others have. A manager who is known to always play hardball or a man- ager who is viewed as a pushover has very little room to negotiate within a network.