Leaders As Networkers: A Collaborative Bridge to Success

Welcome to my latest newsletter. Those of you who have been following me for a while know that I have been working for some time on how we as leaders can better lead our organization, develop our employees better and weld our teams together into high-performing teams. In my previous newsletter, I looked at how we can grow as coaches of our organization. Today, we are diving into the intricate world of the networking leader, another essential yet sometimes overlooked aspect of successful leadership.

In this newsletter, I will show why networking events are of great importance for us leaders, but above all for our employees. I will describe how to successfully build a network and why conflict management is an important part of network management. So, let's start.

Networking: A Catalyst for Organizational Growth

As leaders, our roles extend beyond managing teams and projects. We are builders of bridges, connectors of dots, facilitators of synergy. And in such a dynamic, interconnected world, the heart of our success lies in our ability to network— both within and beyond our organization. In my view, events for and with our employees are a very important building block for joint success.

Such events transcend the boundaries of the company structure and foster a robust network of interaction, innovation, and synergy. At Swisscom, we are celebrating the "Swisscom Games" every second year. As we gather in thousands, getting involved in various activities, we are reminded of the powerful connections we share. But why do we, as leaders, need to encourage and foster such occasions?

Networking Unpacked: Three Impactful Reasons

The answer lies in three elements networking brings to the fore:

1. Direct and open communication: Networking events like these open doors to relaxed, genuine communication, encouraging dialogue beyond work-related discussions. They present an opportunity for leaders to show their human side and strengthen trust with their team and colleagues.
2. Building team cohesion: Networking encourages bonding within the team and brings different team divisions closer. Shared experiences underpin trust, understanding, and friendships, catalysing efficient and transversal collaboration resulting in superior solutions.
3. Upholding a positive culture: Such events foster an organizational culture rooted in trust, openness, and respect—foundations of a healthy corporate environment. It offers leaders an opportunity to embody these values, demonstrating the same to their teams and magnifying their impact.

Expanding Horizons: Networking Beyond Organizational Borders

Leaders must develop a networking enthusiast's mindset, reaching out beyond the confines of their company. Managing stakeholders and integrating their interests is an important aspect of networking leadership. It involves sharing ideas and inspiring synergies beyond our spheres of responsibility, helping us to excel without consistently reinventing the wheel.

A good network in your own team or organization is an essential basis for leaders like us. But in today's intricate business environment, inter-company collaboration and innovative client services are crucial to success—especially in times of prevalent platform-based business models and joint ventures.

Pragmatic Steps to Activate and Nourish Networks

How do we transform the networking ideal into a reality? The steps are rather simple but require consistent commitment:

1. Identify the crucial members in your network and prioritize them.
2. Keep regular communication, displaying genuine interest and fostering connections beyond business agendas.
3. Offer assistance when needed, positioning the network as a hub of mutual support.

The last point should, in my view, be of particular importance. Many people misunderstand the system of networking. They hope for help as soon as they are faced with a problem of their own. But as in any human relationship, trust is built up over a long period of time. Only if we ourselves are willing to help will other people build trust in us. Networking is a permanent give and take. The willingness to give always comes first.

The willingness to give always comes first.

Networking as the Key to a Better Conflict Management

An aspect often overlooked in networking is the insightful world of conflict management. According to a study by KPMG - conflicts among employees can make up to 20% of personnel costs. When viewed constructively, conflicts can reveal untapped potential and areas of improvement. By understanding the difference between productive and unproductive conflicts, leaders can diffuse tension early and guide the situation towards constructive resolution.

Here are my four tips to help you dealing with difficult situations.

Step one: Reframe Conflicts. Conflicts aren't hindrances but valuable insights that we can leverage productively. Hunt for conflicts, investigate and swiftly intervene, instead of evading them.

Step two: Learn from Conflicts. Make conflicts discussable within teams and utilize them as learning platforms. Depending on the escalation level, allow conflicts to be supervised and moderated by neutral entities and see them as opportunities for team development.

Step three: Monitor and Respond to Conflicts. Be aware of signs of discomfort in your team, such as continuous sarcasm, escalating emotions, or a noticeable lack of respect.

Step four: Differentiate Conflicts. Understand the difference between productive and unproductive conflicts. This knowledge facilitates you to steer the conflict towards a win-win resolution or tackle conflicts at an early stage to avoid unnecessary strain.?

As leaders, we need to build a stable network with our team. Additionally, we must strive to create a secure base, an environment that empowers constructive dialogue and mutual respect. To achieve this, we maintain a balance between demanding high performance (dare) and offering the right support (care). This equilibrium fosters followership and boosts overall performance.

In summary, the role of a leader is multi-faceted, requiring us to excel as networkers, communicators, and conflict analysts. In embracing this integrated approach, we unlock vast potential, propelling our organizations towards robust and sustainable success.

As we embark on our journeys as networking leaders, let's remember that our strength is in solidarity — within our teams, between departments, and across the borders with stakeholders. As we connect, engage, and grow, we drive our organizations to nurturing growth and success. Our stories are interconnected, let's make them count.

In several short videos over the past few weeks, I have shed light on the role of the manager as a networker for his or her organisation. Interested? You can find the videos here:

Video 1: https://www.dhirubhai.net/posts/christoph-aeschlimann_leadership-networking-teambuilding-activity-7237060671580876800-BDIO

Video 2: https://www.dhirubhai.net/posts/christoph-aeschlimann_ever-wondered-how-to-get-better-at-networking-activity-7245440836904132609-jsbP

Video 3: https://www.dhirubhai.net/posts/christoph-aeschlimann_leadership-securebase-joinswisscom-activity-7250520561737510913-xqEy

Video 4: https://www.dhirubhai.net/posts/christoph-aeschlimann_leadership-conflicts-conflictmanagement-activity-7255202981627719680-QdYF

Christoph Aeschlimann, CEO Swisscom. I am passionate about the latest technologies such as 5G, cloud, software and AI. Because they have a massive influence on how our society and our interaction with the environment develop. I am also fascinated by modern forms of collaboration and how good leadership generates a positive culture and improves performance. ?