{"id":159,"date":"2017-08-07T17:04:49","date_gmt":"2017-08-07T17:04:49","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/?post_type=chapter&#038;p=159"},"modified":"2017-08-07T17:04:49","modified_gmt":"2017-08-07T17:04:49","slug":"personal-operational-and-strategic-networks","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/chapter\/personal-operational-and-strategic-networks\/","title":{"raw":"Personal, Operational, and Strategic Networks","rendered":"Personal, Operational, and Strategic Networks"},"content":{"raw":"<div class=\"im_section\">\r\n<div class=\"im_learning_objectives im_editable im_block\">\r\n<h3 id=\"anonymous_element_9\" class=\"im_title\">Learning Objectives<\/h3>\r\n<ol class=\"im_orderedlist\">\r\n \t<li>See networks as something you can, and need to, manage.<\/li>\r\n \t<li>Know about different network\u00a0forms\u2014personal, operational, and strategic.<\/li>\r\n \t<li>Understand some of the actions you need to take to move your network forward.<\/li>\r\n<\/ol>\r\n<\/div>\r\nThis section draws heavily on recent research by Herminia\u00a0Ibarra, Brian\u00a0Uzzi, and others, to help you understand the different forms that social networks can take.\u00a0Ibarraand\u00a0Uzzi\u00a0have been studying the social networks and social networking tactics and strategies of managers for more than 20 years and are considered thought-leaders in the field. Their most recent work suggests that strong, useful networks don\u2019t just happen at the\u00a0watercooler. They have to be carefully constructed.\r\n\r\nWhat separates successful managers from the rest of the pack? Networking: creating a fabric of personal contacts to provide the support, feedback, and resources needed to get things done. Yet many managers avoid networking. Some think they don\u2019t have time for it. Others disdain it as manipulative. To succeed as a manager,\u00a0Ibarrarecommends building three types of networks:\r\n<ul class=\"im_itemizedlist im_editable im_block\">\r\n \t<li>Personal\u2014kindred\u00a0spirits outside your organization who can help you with personal advancement.<\/li>\r\n \t<li>Operational\u2014people\u00a0you need to accomplish your assigned, routine tasks.<\/li>\r\n \t<li>Strategic\u2014people\u00a0outside your control who will enable you to reach key organizational objectives.<\/li>\r\n<\/ul>\r\nThese networks, their purpose, and how to build network membership, are summarized in \u201cPersonal, Operational, and Strategic Networks.\u201d Most importantly,\u00a0Ibarra\u2019swork suggests that leaders need to possess all three types of networks, and not just one or two. Let\u2019s take a look at each one of these networks.\r\n<div class=\"im_table im_block\">\r\n\r\n<span class=\"im_title-prefix\">Table 9.1<\/span><span class=\"Apple-converted-space\">\u00a0<\/span>Personal, Operational, and Strategic Networks\r\n<table cellspacing=\"0\" cellpadding=\"0\">\r\n<thead>\r\n<tr>\r\n<th><\/th>\r\n<th>The purpose of this network is to\u2026<\/th>\r\n<th>If you want to find network members, try\u2026<\/th>\r\n<\/tr>\r\n<\/thead>\r\n<tbody>\r\n<tr>\r\n<td><strong class=\"im_emphasis im_bold\">Personal network<\/strong><\/td>\r\n<td>exchange important referrals and needed outside information; develop professional skills through coaching and mentoring<\/td>\r\n<td>participating in alumni groups, clubs, professional associations, and personal interest communities.<\/td>\r\n<\/tr>\r\n<tr>\r\n<td><strong class=\"im_emphasis im_bold\">Operational network<\/strong><\/td>\r\n<td>get your work done, and get it done efficiently.<\/td>\r\n<td>identifying individuals who can block or support a project.<\/td>\r\n<\/tr>\r\n<tr>\r\n<td><strong class=\"im_emphasis im_bold\">Strategic network<\/strong><\/td>\r\n<td>figure out future priorities and challenges; get stakeholder support for them.<\/td>\r\n<td>identifying lateral and vertical relationships with other functional and business unit\u00a0managers\u2014peopleoutside your immediate\u00a0control\u2014who\u00a0can help you determine how your role and contribution fit into the overall picture.<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n<\/div>\r\n<div class=\"im_section\">\r\n<h2 id=\"anonymous_element_10\" class=\"im_title im_editable im_block\">Personal Networks<\/h2>\r\n&nbsp;\r\n\r\n\u201cPersonal networks are largely external, made up of discretionary links to people outside the workplace with whom we have something in common. As a result, what makes a personal network powerful is its referral potential. According to the famous six degrees of separation principle, our personal contacts are valuable to the extent that they help us reach, in as few connections as possible, the far-off person who has the information we need.\u201d\r\n\r\nPersonal networking engages kindred spirits from outside an organization in an individual\u2019s efforts to learn and find opportunities for personal advancement.<span class=\"Apple-converted-space\">\u00a0<\/span><span class=\"im_margin_term\"><span class=\"im_glossterm\">Personal networks<\/span><\/span><span class=\"Apple-converted-space\">\u00a0<\/span>are one\u2019s circle of casual acquaintances, typically composed of people outside of the company you work for. Before you have a job in a particular company, many of your network ties are personal, oriented toward current interests and future potential interests. Key contacts are typically\u00a0discretionary\u2014that\u00a0is, it is not always clear who is most relevant.\r\n\r\nMost personal networks are highly\u00a0clustered\u2014that\u00a0is, your friends are likely to be friends with one another as well. And, if you made those friends by introducing yourself to them (as opposed to being introduced by a mutual acquaintance), the chances are high that their experiences and perspectives echo your own. Ideas generated within a personal network typically circulate among the same people with shared views. This creates the risk that a potential winning idea can go unexploited if no one in the group has what it takes to bring that idea to fruition.\r\n\r\nBut what if someone within that cluster knows someone else who belongs to a whole different group? That connection, formed by an information broker, can expose your idea to a new world, filled with fresh opportunities for success. Diversity and breadth, that is, reaching out to contacts who can make referrals, makes the difference. Through professional associations, alumni groups, clubs, and personal interest communities, managers gain new perspectives that allow them to advance in their careers. This is what we mean by personal networking.\r\n\r\nWhile personal networks are important, particularly to the extent that they provide you with valuable resources and access to needed resources, the challenge is to convert them into network resources that also help with operational and strategic needs. Too often, however, those individuals in the personal network just\u00a0aren\u2019t\u00a0the right types of ties to be beneficial operationally or strategically, which is why you need to look at broadening your network to address operating and strategic needs.\r\n\r\n<\/div>\r\n<\/div>\r\n&nbsp;\r\n<div class=\"im_section\">\r\n<h2 id=\"anonymous_element_11\" class=\"im_title im_editable im_block\">Operational Networks<\/h2>\r\n&nbsp;\r\n<p class=\"im_footnote\">\u201cAll managers need to build good working relationships with the people who can help them do their jobs. The number and breadth of people involved can be\u00a0impressive\u2014such\u00a0operational networks include not only direct reports and superiors but also peers within an operational unit, other internal players with the power to block or support a project, and key outsiders such as suppliers, distributors, and customers. The purpose of this type of networking is to ensure coordination and cooperation among people who have to know and trust one another in order to accomplish their immediate tasks\u2026Either you\u2019re necessary to the job and helping to get it done, or you\u2019re not.\u201d<\/p>\r\nOn the basis of a close study of 30 emerging leaders,\u00a0Ibarra\u00a0and Hunter found that operational networking was geared toward doing one\u2019s assigned tasks more effectively. It involves cultivating stronger relationships with colleagues whose membership in the network is clear; their roles define them as stakeholders. The previous quote provides you with a good working definition of<span class=\"Apple-converted-space\">\u00a0<\/span><span class=\"im_margin_term\"><span class=\"im_glossterm\">operational network<\/span><\/span>: \u201cEither you\u2019re necessary to the job and helping get it done, or you\u2019re not.\u201d That is, anyone who satisfies this criterion should be considered part of your operational network.\r\n\r\nSo, now you have two networking bases covered. At least you know how to identify the gaps in your personal and operational network. Your personal network provides access to external resources and referrals; your operational network helps you get the work done. Thus, most operational networking occurs within an organization, and ties are determined in large part by routine, short-term demands. Relationships formed with outsiders, such as board members, customers, and regulators, are directly task-related and tend to be bounded and constrained by demands determined at a higher level. But as a manager moves into a leadership role, his or her network must reorient itself externally and toward the future. This is the role played by strategic networking.\r\n\r\n<\/div>\r\n<div class=\"im_section\">\r\n<h2 id=\"anonymous_element_12\" class=\"im_title im_editable im_block\">Strategic Networks<\/h2>\r\n&nbsp;\r\n\r\n\u201cMaking a successful leadership transition requires a shift from the confines of a clearly defined operational network\u2026It is a challenge to make the leap from a lifetime of functional contributions and hands-on control to the ambiguous process of building and working through networks. Leaders must accept that networking is one of the most important requirements of their new leadership roles and continue to allocate enough time and effort to see it pay off.\u201d\r\n\r\nWhereas an operational network is fairly narrowly focused, with the locus of contacts formed around specific objectives, a strategic network necessarily involves lateral and vertical ties to stakeholders inside and outside of the firm. As\u00a0Ibarra\u00a0and Hunter found in their research,<span class=\"Apple-converted-space\">\u00a0<\/span><span class=\"im_margin_term\"><span class=\"im_glossterm\">strategic networking<\/span><\/span><span class=\"Apple-converted-space\">\u00a0<\/span>is the ability to marshal information, support, and resources from one sector of a network to achieve results in another. Pushed to its logical limit, the basis of this difference is that effective leaders are highly dependent on others to get things done. The irony here is that the individuals in your network, who are the lifeline for building up the big picture, are also individuals who are likely to be outside of your immediate control. While this may seem obvious, it is often difficult to transition from a purely operational network to a strategic one, either due to simple time constraints (strategic networking takes time, often without immediate or obvious benefits) or because of negative personal attitudes toward strategic networking (for instance, \u201cthat\u2019s too political and goes against my values\u201d).\r\n\r\n<\/div>\r\n<div class=\"im_section\">\r\n<h2 id=\"anonymous_element_13\" class=\"im_title im_editable im_block\">Making It Happen<\/h2>\r\nNetworks create value, but networking takes real work. Beyond that obvious point, accept that networking is one of the most important requirements of a leadership role. To overcome any qualms about it, identify a person you respect who networks effectively and ethically. Observe how he or she uses networks to accomplish goals. You probably will also have to reallocate your time. This means becoming a master at the art of delegation, to liberate time you can then spend on cultivating networks.\r\n\r\nBuilding a network obviously means that you need to establish connections. Create reasons for interacting with people outside your function or organization; for instance, by taking advantage of social interests to set the stage for addressing strategic concerns.\u00a0Ibarra\u00a0and Hunter found that personal networking will not help a manager through the leadership transition unless he or she learns how to bring those connections to bear on organizational strategy. In \u201cGuy Kawasaki\u2019s Guide to Networking through\u00a0LinkedIn,\u201d you are introduced to a number of network growth strategies using that powerful Web-based tool.\r\n\r\nFinally, remind yourself that networking requires you to apply the principle of reciprocity. That is, give and take\u00a0continually\u2014though\u00a0a useful mantra in networking is \u201cgive, give, give.\u201d Don\u2019t wait until you really need something badly to ask for a favor from a network member. Instead, take every opportunity to give\u00a0to\u2014and\u00a0receive\u00a0from\u2014peoplein your networks, regardless of whether you need help.\r\n<div class=\"im_callout im_editable im_block\">\r\n<h3 id=\"anonymous_element_14\" class=\"im_title\">Guy Kawasaki\u2019s Guide to Networking Through\u00a0LinkedIn<\/h3>\r\nLinkedIn\u00a0(<a class=\"im_link\" href=\"http:\/\/www.linkedin.com\/\">http:\/\/www.Linkedin.com<\/a>) is the top business social networking site. With more than 30 million members by the end of 2008, its membership dwarfs that of the second-largest business networking site,\u00a0Plaxo.\u00a0LinkedIn\u00a0is an\u00a0online\u00a0network of experienced professionals from around the world representing 150 industries.Yet, it\u2019s still a tool that is underutilized, so entrepreneur Guy Kawasaki compiled a list of ways to increase the value of\u00a0LinkedIn.<span class=\"Apple-converted-space\">\u00a0<\/span>Some of Kawasaki\u2019s key points are summarized here that can help you develop the strategic side of your social network (though it will help you with job searches as well):\r\n\r\nIncrease your visibility. By adding connections, you increase the likelihood that people will see your profile first when they\u2019re searching for someone to hire or do business with. In addition to appearing at the top of search results, people would much rather work with people who their friends know and trust.\r\n\r\nImprove your\u00a0connectability. Most new users put only their current company in their profile. By doing so, they severely limit their ability to connect with people. You should fill out your profile like it\u2019s a resume, so include past companies, education, affiliations, and activities. You can also include a link to your profile as part of an e-mail signature. The added benefit is that the link enables people to see all your credentials.\r\n\r\nPerform blind, \u201creverse,\u201d and company reference checks. Use\u00a0LinkedIn\u2019s\u00a0reference check tool to input a company name and the years the person worked at the company to search for references. Your search will find the people who worked at the company during the same time period. Since references provided by a candidate will generally be glowing, this is a good way to get more balanced data.\r\n\r\nMake your interview go more smoothly. You can use\u00a0LinkedIn\u00a0to find the people that you\u2019re meeting. Knowing that you went to the same school, play hockey, or share acquaintances is a lot better than an awkward silence after, \u201cI\u2019m doing fine, thank you.\u201d\r\n\r\nGauge\u00a0the health of a company. Perform an advanced search for company name and\u00a0uncheck\u00a0the \u201cCurrent Companies Only\u201d box. This will enable you to scrutinize the rate of turnover and whether key people are abandoning ship. Former employees usually give more candid opinions about a company\u2019s prospects than someone who\u2019s still on board.\r\n\r\n<\/div>\r\n<div class=\"im_key_takeaways im_editable im_block\">\r\n<h3 id=\"anonymous_element_15\" class=\"im_title\">Key Takeaway<\/h3>\r\nIn this section, you were introduced to a different slant on social\u00a0networks\u2014a\u00a0slant that helps you manage your networks based on where you might be in an organization. Personal networks are important and tend to follow you everywhere. In this section, we stressed the access-to-information and referral benefits of personal networks. Operational networks are those that help you get your immediate work done, and if the key stakeholders in the work process\u00a0aren\u2019t\u00a0already in your operational network, then you have some network rework in order. Finally, strategic networks are those that involved a much broader stakeholder group and typically involved individuals who are out of your direct control. One key takeaway from this section is that effective leaders are effective\u00a0networkers, and you will need to figure out the style of networking that works for you as you move higher in an organization.\r\n\r\n<\/div>\r\n<div class=\"im_exercises im_editable im_block\">\r\n<h3 id=\"anonymous_element_16\" class=\"im_title\">Questions to Consider<\/h3>\r\n<ol class=\"im_orderedlist\">\r\n \t<li>What characterizes a personal social network?<\/li>\r\n \t<li>What benefits do members of a personal social network provide to each other?<\/li>\r\n \t<li>What characterizes an operational social network?<\/li>\r\n \t<li>What is a simple rule of thumb for determining if someone should be in your operational network?<\/li>\r\n \t<li>What characterizes a strategic social network?<\/li>\r\n \t<li>What two barriers interfere with the development of strategic networks?<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n<h3 id=\"anonymous_element_17\" class=\"im_title\"><\/h3>","rendered":"<div class=\"im_section\">\n<div class=\"im_learning_objectives im_editable im_block\">\n<h3 id=\"anonymous_element_9\" class=\"im_title\">Learning Objectives<\/h3>\n<ol class=\"im_orderedlist\">\n<li>See networks as something you can, and need to, manage.<\/li>\n<li>Know about different network\u00a0forms\u2014personal, operational, and strategic.<\/li>\n<li>Understand some of the actions you need to take to move your network forward.<\/li>\n<\/ol>\n<\/div>\n<p>This section draws heavily on recent research by Herminia\u00a0Ibarra, Brian\u00a0Uzzi, and others, to help you understand the different forms that social networks can take.\u00a0Ibarraand\u00a0Uzzi\u00a0have been studying the social networks and social networking tactics and strategies of managers for more than 20 years and are considered thought-leaders in the field. Their most recent work suggests that strong, useful networks don\u2019t just happen at the\u00a0watercooler. They have to be carefully constructed.<\/p>\n<p>What separates successful managers from the rest of the pack? Networking: creating a fabric of personal contacts to provide the support, feedback, and resources needed to get things done. Yet many managers avoid networking. Some think they don\u2019t have time for it. Others disdain it as manipulative. To succeed as a manager,\u00a0Ibarrarecommends building three types of networks:<\/p>\n<ul class=\"im_itemizedlist im_editable im_block\">\n<li>Personal\u2014kindred\u00a0spirits outside your organization who can help you with personal advancement.<\/li>\n<li>Operational\u2014people\u00a0you need to accomplish your assigned, routine tasks.<\/li>\n<li>Strategic\u2014people\u00a0outside your control who will enable you to reach key organizational objectives.<\/li>\n<\/ul>\n<p>These networks, their purpose, and how to build network membership, are summarized in \u201cPersonal, Operational, and Strategic Networks.\u201d Most importantly,\u00a0Ibarra\u2019swork suggests that leaders need to possess all three types of networks, and not just one or two. Let\u2019s take a look at each one of these networks.<\/p>\n<div class=\"im_table im_block\">\n<p><span class=\"im_title-prefix\">Table 9.1<\/span><span class=\"Apple-converted-space\">\u00a0<\/span>Personal, Operational, and Strategic Networks<\/p>\n<table cellpadding=\"0\" style=\"border-spacing: 0px;\">\n<thead>\n<tr>\n<th><\/th>\n<th>The purpose of this network is to\u2026<\/th>\n<th>If you want to find network members, try\u2026<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td><strong class=\"im_emphasis im_bold\">Personal network<\/strong><\/td>\n<td>exchange important referrals and needed outside information; develop professional skills through coaching and mentoring<\/td>\n<td>participating in alumni groups, clubs, professional associations, and personal interest communities.<\/td>\n<\/tr>\n<tr>\n<td><strong class=\"im_emphasis im_bold\">Operational network<\/strong><\/td>\n<td>get your work done, and get it done efficiently.<\/td>\n<td>identifying individuals who can block or support a project.<\/td>\n<\/tr>\n<tr>\n<td><strong class=\"im_emphasis im_bold\">Strategic network<\/strong><\/td>\n<td>figure out future priorities and challenges; get stakeholder support for them.<\/td>\n<td>identifying lateral and vertical relationships with other functional and business unit\u00a0managers\u2014peopleoutside your immediate\u00a0control\u2014who\u00a0can help you determine how your role and contribution fit into the overall picture.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<div class=\"im_section\">\n<h2 id=\"anonymous_element_10\" class=\"im_title im_editable im_block\">Personal Networks<\/h2>\n<p>&nbsp;<\/p>\n<p>\u201cPersonal networks are largely external, made up of discretionary links to people outside the workplace with whom we have something in common. As a result, what makes a personal network powerful is its referral potential. According to the famous six degrees of separation principle, our personal contacts are valuable to the extent that they help us reach, in as few connections as possible, the far-off person who has the information we need.\u201d<\/p>\n<p>Personal networking engages kindred spirits from outside an organization in an individual\u2019s efforts to learn and find opportunities for personal advancement.<span class=\"Apple-converted-space\">\u00a0<\/span><span class=\"im_margin_term\"><span class=\"im_glossterm\">Personal networks<\/span><\/span><span class=\"Apple-converted-space\">\u00a0<\/span>are one\u2019s circle of casual acquaintances, typically composed of people outside of the company you work for. Before you have a job in a particular company, many of your network ties are personal, oriented toward current interests and future potential interests. Key contacts are typically\u00a0discretionary\u2014that\u00a0is, it is not always clear who is most relevant.<\/p>\n<p>Most personal networks are highly\u00a0clustered\u2014that\u00a0is, your friends are likely to be friends with one another as well. And, if you made those friends by introducing yourself to them (as opposed to being introduced by a mutual acquaintance), the chances are high that their experiences and perspectives echo your own. Ideas generated within a personal network typically circulate among the same people with shared views. This creates the risk that a potential winning idea can go unexploited if no one in the group has what it takes to bring that idea to fruition.<\/p>\n<p>But what if someone within that cluster knows someone else who belongs to a whole different group? That connection, formed by an information broker, can expose your idea to a new world, filled with fresh opportunities for success. Diversity and breadth, that is, reaching out to contacts who can make referrals, makes the difference. Through professional associations, alumni groups, clubs, and personal interest communities, managers gain new perspectives that allow them to advance in their careers. This is what we mean by personal networking.<\/p>\n<p>While personal networks are important, particularly to the extent that they provide you with valuable resources and access to needed resources, the challenge is to convert them into network resources that also help with operational and strategic needs. Too often, however, those individuals in the personal network just\u00a0aren\u2019t\u00a0the right types of ties to be beneficial operationally or strategically, which is why you need to look at broadening your network to address operating and strategic needs.<\/p>\n<\/div>\n<\/div>\n<p>&nbsp;<\/p>\n<div class=\"im_section\">\n<h2 id=\"anonymous_element_11\" class=\"im_title im_editable im_block\">Operational Networks<\/h2>\n<p>&nbsp;<\/p>\n<p class=\"im_footnote\">\u201cAll managers need to build good working relationships with the people who can help them do their jobs. The number and breadth of people involved can be\u00a0impressive\u2014such\u00a0operational networks include not only direct reports and superiors but also peers within an operational unit, other internal players with the power to block or support a project, and key outsiders such as suppliers, distributors, and customers. The purpose of this type of networking is to ensure coordination and cooperation among people who have to know and trust one another in order to accomplish their immediate tasks\u2026Either you\u2019re necessary to the job and helping to get it done, or you\u2019re not.\u201d<\/p>\n<p>On the basis of a close study of 30 emerging leaders,\u00a0Ibarra\u00a0and Hunter found that operational networking was geared toward doing one\u2019s assigned tasks more effectively. It involves cultivating stronger relationships with colleagues whose membership in the network is clear; their roles define them as stakeholders. The previous quote provides you with a good working definition of<span class=\"Apple-converted-space\">\u00a0<\/span><span class=\"im_margin_term\"><span class=\"im_glossterm\">operational network<\/span><\/span>: \u201cEither you\u2019re necessary to the job and helping get it done, or you\u2019re not.\u201d That is, anyone who satisfies this criterion should be considered part of your operational network.<\/p>\n<p>So, now you have two networking bases covered. At least you know how to identify the gaps in your personal and operational network. Your personal network provides access to external resources and referrals; your operational network helps you get the work done. Thus, most operational networking occurs within an organization, and ties are determined in large part by routine, short-term demands. Relationships formed with outsiders, such as board members, customers, and regulators, are directly task-related and tend to be bounded and constrained by demands determined at a higher level. But as a manager moves into a leadership role, his or her network must reorient itself externally and toward the future. This is the role played by strategic networking.<\/p>\n<\/div>\n<div class=\"im_section\">\n<h2 id=\"anonymous_element_12\" class=\"im_title im_editable im_block\">Strategic Networks<\/h2>\n<p>&nbsp;<\/p>\n<p>\u201cMaking a successful leadership transition requires a shift from the confines of a clearly defined operational network\u2026It is a challenge to make the leap from a lifetime of functional contributions and hands-on control to the ambiguous process of building and working through networks. Leaders must accept that networking is one of the most important requirements of their new leadership roles and continue to allocate enough time and effort to see it pay off.\u201d<\/p>\n<p>Whereas an operational network is fairly narrowly focused, with the locus of contacts formed around specific objectives, a strategic network necessarily involves lateral and vertical ties to stakeholders inside and outside of the firm. As\u00a0Ibarra\u00a0and Hunter found in their research,<span class=\"Apple-converted-space\">\u00a0<\/span><span class=\"im_margin_term\"><span class=\"im_glossterm\">strategic networking<\/span><\/span><span class=\"Apple-converted-space\">\u00a0<\/span>is the ability to marshal information, support, and resources from one sector of a network to achieve results in another. Pushed to its logical limit, the basis of this difference is that effective leaders are highly dependent on others to get things done. The irony here is that the individuals in your network, who are the lifeline for building up the big picture, are also individuals who are likely to be outside of your immediate control. While this may seem obvious, it is often difficult to transition from a purely operational network to a strategic one, either due to simple time constraints (strategic networking takes time, often without immediate or obvious benefits) or because of negative personal attitudes toward strategic networking (for instance, \u201cthat\u2019s too political and goes against my values\u201d).<\/p>\n<\/div>\n<div class=\"im_section\">\n<h2 id=\"anonymous_element_13\" class=\"im_title im_editable im_block\">Making It Happen<\/h2>\n<p>Networks create value, but networking takes real work. Beyond that obvious point, accept that networking is one of the most important requirements of a leadership role. To overcome any qualms about it, identify a person you respect who networks effectively and ethically. Observe how he or she uses networks to accomplish goals. You probably will also have to reallocate your time. This means becoming a master at the art of delegation, to liberate time you can then spend on cultivating networks.<\/p>\n<p>Building a network obviously means that you need to establish connections. Create reasons for interacting with people outside your function or organization; for instance, by taking advantage of social interests to set the stage for addressing strategic concerns.\u00a0Ibarra\u00a0and Hunter found that personal networking will not help a manager through the leadership transition unless he or she learns how to bring those connections to bear on organizational strategy. In \u201cGuy Kawasaki\u2019s Guide to Networking through\u00a0LinkedIn,\u201d you are introduced to a number of network growth strategies using that powerful Web-based tool.<\/p>\n<p>Finally, remind yourself that networking requires you to apply the principle of reciprocity. That is, give and take\u00a0continually\u2014though\u00a0a useful mantra in networking is \u201cgive, give, give.\u201d Don\u2019t wait until you really need something badly to ask for a favor from a network member. Instead, take every opportunity to give\u00a0to\u2014and\u00a0receive\u00a0from\u2014peoplein your networks, regardless of whether you need help.<\/p>\n<div class=\"im_callout im_editable im_block\">\n<h3 id=\"anonymous_element_14\" class=\"im_title\">Guy Kawasaki\u2019s Guide to Networking Through\u00a0LinkedIn<\/h3>\n<p>LinkedIn\u00a0(<a class=\"im_link\" href=\"http:\/\/www.linkedin.com\/\">http:\/\/www.Linkedin.com<\/a>) is the top business social networking site. With more than 30 million members by the end of 2008, its membership dwarfs that of the second-largest business networking site,\u00a0Plaxo.\u00a0LinkedIn\u00a0is an\u00a0online\u00a0network of experienced professionals from around the world representing 150 industries.Yet, it\u2019s still a tool that is underutilized, so entrepreneur Guy Kawasaki compiled a list of ways to increase the value of\u00a0LinkedIn.<span class=\"Apple-converted-space\">\u00a0<\/span>Some of Kawasaki\u2019s key points are summarized here that can help you develop the strategic side of your social network (though it will help you with job searches as well):<\/p>\n<p>Increase your visibility. By adding connections, you increase the likelihood that people will see your profile first when they\u2019re searching for someone to hire or do business with. In addition to appearing at the top of search results, people would much rather work with people who their friends know and trust.<\/p>\n<p>Improve your\u00a0connectability. Most new users put only their current company in their profile. By doing so, they severely limit their ability to connect with people. You should fill out your profile like it\u2019s a resume, so include past companies, education, affiliations, and activities. You can also include a link to your profile as part of an e-mail signature. The added benefit is that the link enables people to see all your credentials.<\/p>\n<p>Perform blind, \u201creverse,\u201d and company reference checks. Use\u00a0LinkedIn\u2019s\u00a0reference check tool to input a company name and the years the person worked at the company to search for references. Your search will find the people who worked at the company during the same time period. Since references provided by a candidate will generally be glowing, this is a good way to get more balanced data.<\/p>\n<p>Make your interview go more smoothly. You can use\u00a0LinkedIn\u00a0to find the people that you\u2019re meeting. Knowing that you went to the same school, play hockey, or share acquaintances is a lot better than an awkward silence after, \u201cI\u2019m doing fine, thank you.\u201d<\/p>\n<p>Gauge\u00a0the health of a company. Perform an advanced search for company name and\u00a0uncheck\u00a0the \u201cCurrent Companies Only\u201d box. This will enable you to scrutinize the rate of turnover and whether key people are abandoning ship. Former employees usually give more candid opinions about a company\u2019s prospects than someone who\u2019s still on board.<\/p>\n<\/div>\n<div class=\"im_key_takeaways im_editable im_block\">\n<h3 id=\"anonymous_element_15\" class=\"im_title\">Key Takeaway<\/h3>\n<p>In this section, you were introduced to a different slant on social\u00a0networks\u2014a\u00a0slant that helps you manage your networks based on where you might be in an organization. Personal networks are important and tend to follow you everywhere. In this section, we stressed the access-to-information and referral benefits of personal networks. Operational networks are those that help you get your immediate work done, and if the key stakeholders in the work process\u00a0aren\u2019t\u00a0already in your operational network, then you have some network rework in order. Finally, strategic networks are those that involved a much broader stakeholder group and typically involved individuals who are out of your direct control. One key takeaway from this section is that effective leaders are effective\u00a0networkers, and you will need to figure out the style of networking that works for you as you move higher in an organization.<\/p>\n<\/div>\n<div class=\"im_exercises im_editable im_block\">\n<h3 id=\"anonymous_element_16\" class=\"im_title\">Questions to Consider<\/h3>\n<ol class=\"im_orderedlist\">\n<li>What characterizes a personal social network?<\/li>\n<li>What benefits do members of a personal social network provide to each other?<\/li>\n<li>What characterizes an operational social network?<\/li>\n<li>What is a simple rule of thumb for determining if someone should be in your operational network?<\/li>\n<li>What characterizes a strategic social network?<\/li>\n<li>What two barriers interfere with the development of strategic networks?<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<h3 id=\"anonymous_element_17\" class=\"im_title\"><\/h3>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-159\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li><strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/2012books.lardbucket.org\/books\/management-principles-v1.1\/s13-05-personal-operational-and-strat.html\">https:\/\/2012books.lardbucket.org\/books\/management-principles-v1.1\/s13-05-personal-operational-and-strat.html<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by-nc-sa\/4.0\/\">CC BY-NC-SA: Attribution-NonCommercial-ShareAlike<\/a><\/em><\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section>","protected":false},"author":23590,"menu_order":6,"template":"","meta":{"_candela_citation":"[{\"type\":\"cc\",\"description\":\"\",\"author\":\"\",\"organization\":\"\",\"url\":\"https:\/\/2012books.lardbucket.org\/books\/management-principles-v1.1\/s13-05-personal-operational-and-strat.html\",\"project\":\"\",\"license\":\"cc-by-nc-sa\",\"license_terms\":\"\"}]","CANDELA_OUTCOMES_GUID":"","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-159","chapter","type-chapter","status-publish","hentry"],"part":34,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/pressbooks\/v2\/chapters\/159","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/wp\/v2\/users\/23590"}],"version-history":[{"count":1,"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/pressbooks\/v2\/chapters\/159\/revisions"}],"predecessor-version":[{"id":160,"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/pressbooks\/v2\/chapters\/159\/revisions\/160"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/pressbooks\/v2\/parts\/34"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/pressbooks\/v2\/chapters\/159\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/wp\/v2\/media?parent=159"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/pressbooks\/v2\/chapter-type?post=159"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/wp\/v2\/contributor?post=159"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/atd-tc3-management\/wp-json\/wp\/v2\/license?post=159"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}