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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 networking 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.

Intentionally developing, maintaining, and using contacts and alliances are at the heart of leadership networking. Managers who develop their skill at these tasks build relationships throughout the organization and expand their pool of resources to include people and organizations on the outside: customers, clients, vendors, media, industry experts, and so on. Over time, these leaders create broad-based and strong networks that provide greater access to the information and resources they need to reach their goals. Through their networks, they

• increase effectiveness by deepening and broadening the communication channels between individuals and groups

• remove political roadblocks by bridging distances that separate positions, work groups, teams, and business units

• open up new opportunities and uncover ideas by “cross-pollinating” with other groups and individuals who may connect in ways not readily apparent

• strengthen their power base by delivering support and resources to groups and individuals in need, by accepting resources as required, and by broadcasting the availability of talent and resources found in their group

• gain exposure across their organizations by highlighting individual efforts and the work of their groups in achieving organizational goals

Still, many managers in leadership roles are ambivalent about or even averse to the idea of networking. They have seen colleagues aggressively network for personal gain. They may view networking as an uncomfortable or tedious process. Some managers consider themselves too busy to give attention to networking, and even if they see its value, they think the organization should value their individual contributions even more. But becoming a more effective leader requires not only developing their skills and capabilities as individuals, but also developing relationships with others. If managers who struggle with either the concept or the practice of networking can set aside their preconceived notions, they can develop skills that take networking to a different level.

Beyond Conventional Wisdom

Aspects of conventional networking are useful, but for long-term or complex situations a leadership view of networking is essential.

Conventional networking can be seen as …

Leadership networking should be …