Effective Networking
We all know the old adage there’s no “I” in team and in today’s organizational structures being collaborative rather than isolated has been cited as a much more effective strategy for both growth and task efficiency. The larger the environment the more organizational silos are common as people gravitate to those in their direct environment and often communicate most within peer groups. In many large companies it is commonplace to really only know and interact with a small number of people. In doing so, all of the crossover potential and “corporate resources” become stifled. In today’s business society, creating both internal and external networks has become a vital skill. Collaboratively they expand the “think tank” and potential contributions from diverse skill sets; selfishly they expand the visible reach of one’s abilities and increase potential growth in different ways. This impact is obviously underscored by the proliferation of social and business networks like Facebook and LinkedIn, where having access to more people expands the potential for resources and consequent efficiency in multiple categories of business.
When networking for business it is important to have layers. While having an internal network is foundational, it is limited to your close ties and is often shallow in diversity. For instance, a network of personal trainers at a gym has significant overlap of skills and influences. Although networking is important outside the organization, branching out internally is equally important. If working as a personal trainer it is obvious the first group likely to be part of your working network is the trainers and since peer networks always start first, the next group that would make sense would be the group exercise team. The goal is not for the purposes of expanding one’s digital rolodex but rather to present a collective organizational front. A group exercise instructor may be asked by a member to recommend a good trainer, hence the need for a network connection. The next layer is the administrative team. Getting to know and understand the higher ups and vice versa places you at a better position for upward mobility within the organizational structure. Likewise, expanding down ranks often enhances resources as well. The front desk staff serves as the first line in member services, they certainly deal with inquiries and serve as ideal referrals to members seeking advice regarding who they should look to as a potential personal trainer.
When attempting to grow or establish a network, working smarter rather than harder certainly applies. There are different values in different relationships. Some need routine nurturing where others are mutually better at a distance. Getting to know a whole bunch of people is not as useful as knowing a few useful people, suggesting the network should be premeditated and grow or morph in areas of need. Following some simple concepts will promote a diverse and effective professional network.
Branch out: The tree trunk is solid and stable, as is your close peer network. Collaborative opportunities work by connecting people who wouldn't ordinarily work together. Deepening connections with people you already know does not add any growth. Although balance is the key, the more branches, the greater reach. Start by establishing connections with other business units and branch out from there.
Heterogenous over homogenous: Broaden your horizons with diversity. Too many connections of the same group produce excessive overlap in one area and limit rather than expand reach. Going excessive is not desirable either. A massive network loses efficiency and meaningful connections. Focus on building an efficient diverse network that includes people with different skills and viewpoints. If they are the same as you it limits the view. It’s like having four different saws, they each may cut a little differently but they still only cut; so what if the job needs a hammer? Using different people who are also different from one another provides a large pool of potential resources much like having a variety of tools in the shed. When formal business network groups are established like Business Network International they usually only allow one of a profession to ensure diversity.
Make sure it’s tied down, but use a bow knot: Although a cinch knot is more secure, it takes more time and effort. Your internal network of close friends already represents the strongest ties. But remember, strong ties are the people you already know well and talk to frequently. And, your strong ties frequently know the same people you do, whereas weak ties present connections to areas outside your own. Weak ties can be made much more quickly and require limited nurturing compared to strong ties which demand more time and effort to maintain.
Don’t forget the layers: Asking your peers when facing a problem, conflict or resource issue is certainly the easiest route to take but at work it usually means the response or solution is coming from your own level. Your colleagues tend to know no more than you do and will likely have a fairly similar experience range. Instead, identify the leaders or decision makers and ensure they are part of your network. They get input from people of different levels and make decisions on the information. Look for experienced people who have worked on a variety of teams and projects; they will likely be able to help you directly or identify the right person for the situation.
Let people know what you are doing and invite them to the party: The professional network should have all channels of communication open and just like fishing use the right bait. LinkedIn, Facebook, message walls, etc., all provide a voice and allow for a strategic message to the strong and weak ties. Using the communication pathway effectively can aid in efficiency. Constantly talking on a board creates a virtual white noise, reducing the things people hear from you. Saying relevant things in moderation on the other hand increases the likelihood that more people will actually hear what you’re saying. For instance, communicating what you did over the weekend and how Harry met Sally is digital noise. Letting people know you have a time slot open and are available for training is relevant and allows the whole network to provide a solution net, rather than fishing with a single pole.
Support the System: If a solution lies outside the reach of your strong ties use you weaker ties to help reach the target. Identifying others who work with or for the target solution can be added to the solution campaign thereby increasing the likelihood that they will respond in a positive manner. If you are trying to sell an athletic director on your services as a performance coach and know a coach who works for him, use this connection to support your cause. If you do not know a coach directly but know a teacher who knows a coach, start creating the bridge to the target by advancing your network. Use your skills and network to improve odds through reciprocity. The old I’ll scratch your back if you scratch mine concept is a mainstay in network motion.
Keep the bandwidth up: If the network has connections but the results are limited by the strength of the signal, create more strength in the ties and their subsequent connections. This can be done through individual to individual contact (most labor intensive – multiple contacts), through team building (a couple of contacts), or a meet and greet (single contact -- broad network effort). The most effective, but resource heavy, is the individual to individual approach. Going out to lunch, engaging in a one on one activity, like becoming a once or twice a week racquetball buddy increases the strength of the tie buts takes time and more nurturing. Team building can be done by coordinated events, a bowling night of network relevants, or can be more intimate such as forming a basketball team from within the network to strengthen strategic ties. Meet and greet allows for a broad approach with the potential of strengthening the network as a whole but not in any one particular connection. Hosting a charity event at the gym and inviting the whole network is an example.
A strong network has balance; there should be diversity in skills and knowledge domains, inclusion of both low level and high level decision makers and the entire network should be managed effectively without preference. Although priority in the network may shift, a constant maintenance effort should be applied so no part goes unmanaged, becomes neglected and ultimately weakened or dissolved. To get started create a list of all the people you know and interact with, categorize them into homogenous groups and connect them by thick, thin, or broken ties. Identify the individuals with the most and least influence in the network and those with the most influence in your life. Next, evaluate the findings. Identify the people who are most likely to improve your position and go to work. Start by connecting relevant broken bonds, strengthen key ties to the level that optimize your efficiency at managing them and reduce time spent on homogenous ties in exchange for diversity in the network. If the network is out of balance, balance it. There are those who wish things were better, easier, and more enriching, and there are others who make it that way. Your network can be a large part of doing life right.
