Our networks say a lot more about us than we might suspect.?
About our sociability: Do we build and sustain relationships over time?
About our personal curiosity: Are we interested in the lives of our friends and acquaintances?
About our professional curiosity: Are we interested in the new? New in our profession? New in our company? New in our industry?
Back in my headhunting days, one of my favorite questions pertained to how well connected my candidates were. The executives who were interviewing for a ‘seat at the table’ were more likely to get the thumbs up from me when their answers to my questions demonstrated an enthusiasm for ability to creating and sustaining relationships across a wide range of interests and activities and personalities. The type of person who can tolerate and appreciate diverse and demanding types of people are more likely to succeed ‘at the table’.?
What do the people who actively cultivate networks look like?
- They tend to build multiple networks of people that they can readily call upon for mentoring, professional development, potential jobs as well as potential employees – they’re always building their ‘benches’.
- Internally they tend not to view fellow employees as ‘stakeholders’. Instead, they see customers, and customers are people you are obliged to serve. Pop quiz: Would you rather be thought of as a stakeholder or as a customer?
- Their company engagement scores tend to be higher than most. Their natural and practiced curiosity drives them to learn as much as they can about their customers’ pain points and opportunities.
- They learn their customers' business and business language because they implicitly know that language unites.
- They tend to show up at one to one's and group meetings prepared with questions…and more questions. They're there to learn rather than merely impress.
- They tend to be more successful helping people with change because they’re selling rather than merely telling. They know that people resist change unless they feel that the benefits to them will be much greater than the perceived risks. They learn to lead with questions because that’s how they uncover pain points: If we don’t know what ‘ails’ them then you won’t know how to ‘cure’ them.
- Traditional networks tend to be static, filled with contacts that we may or may not use, depending on whether we perceive a need for them.
- Network Ecosystems are built on diverse relationships. They sustain us as we sustain them.
- CEO's tend to be the most well connected people in the company. As the CEO of your career you need to think likewise.
Our Internal Network Ecosystems -- our companies
- Always look for opportunities to learn how your company works, and more importantly, who’s working it.
- What types of problems do we aspire to solve? By consistently and intentionally expanding our spheres of knowledge and influence within our company, we’re developing the early detection radar that will lead us to the types of problems that will be the difference in our careers.
Our External Network Ecosystems -- the world at large
- Budget time every quarter to contact people and engage them in conversations.
- This is your opportunity to really diversify and expand your relationships. Think outside of your profession, industry and country.
- If you're between roles, you should be doing this every week. Give yourself goals and stay organized. Your phone's address book is now your CRM.
- Networking should be part of everyone’s job description. If you’re leading people, encourage them to build their own network ecosystems. Leaders have the self-confidence to encourage networking because they want their team members to grow their careers.
Prepare for Networking Calls?
- Organize contacts by geography, industry and profession. The more time you spend among a specific group of people, the more attuned you’ll be to their needs.
- Which questions will move the conversation towards their challenges and pain points (ie, What keeps them up nights?).
Pay It Forward by Offering Help?
- Each conversation focuses on the other person: That’s your only agenda.?
- Offer advice, referrals, relevant articles, etc.
- It’s easier to create relationships outside of your closest relationships when you’re showing up to help rather than initiating a transaction.
