BUSINESS But the stresses on middle and senior
managers are the most pronounced. To deal
NETWORKING: with it all, they need to know more than ever
A NECESSARY
about whats going on both internally and
within those outside entities (government,
THIRD
competitors, vendors, pressure groups) that
can affect their organization. This means that
MILLENNIUM middle and senior managers today face a
knowledge gapa gap that will grow in the
SKILL future as the level of complexity accelerates
between the personal knowledge they now
possess and all that they need to know to do
If a single word defines the business their jobs effectively. A similar gap exists at
environment a decade into the third lower organizational levels as well, but, as
millennium, its complexity. As organizations Figure 1 illustrates, the severity of this
get larger, adopt complicated structures, knowledge gap is much greater for mid-level
become increasingly international, and deal and senior managers than it is for those at
more with outside vendors for key parts of lower, supervisory levels. What does it take to
their operationsall accelerating trends that close the knowledge gap?
show no signs of abatingnew pressures are
put on individuals at all levels.
BUSINESS IMPACT LEADERSHIP
© Development Dimensions International, Inc., 2018. All rights reserved.
BUSINESS NETWORKS ARE A VITAL While building and maintaining a business
METHOD OF OVERCOMING KNOWLEDGE
network is important to ongoing job success,
GAPS
its even more important when transitioning
Over the last 30 years, organizations have tried to a mid-level or senior manager role. The
to build or improve their communication speed at which individuals promoted into
systems, introducing intranets and other one of these roles can build a solid business
technology tools. They also have pinned their network is directly related to how fast they
hopes on matrix management structures and will be able to make correct job decisions,
cross-functional teams as workplace because they will be able to access a range of
innovations that should promote a freer flow of appropriate information more quickly.
information. But these efforts have proven
insufficient at closing the knowledge gap for Those managers who engage in business
middle and senior managers. What has become networking reap many benefits. Research on
apparent is that the solution lies with the middle business networking has found that it is
and senior managers themselves. positively associated with salary growth1,
number of promotions2, perceived career
Individuals have to take an active role in setting success3, and current job satisfaction.4
up their own communication channels so they
can anticipate emerging issues, get ahead of It also is worth pointing out that ones
breaking information, obtain coaching relative existing business network usually isnt
to important decisions, and request help to get sufficient when transitioning into a new
things done. These activities are part of what management role. People beginning a new
constitutes business networkingdeveloping, job make a common mistake: They tend to
nurturing, and tapping contacts to further rely on their old network of contacts and
business or personal success. their knowledge of the organization. They
dont stretch themselves to develop broader
A business network is a collection of people, networks or expand their knowledge. By not
preferably with a broad array of experience and stretching themselves, they inadvertently put
knowledge, to which an individual is connected a drag on their speed to job proficiency.
and with which the individual is in periodic They fail to recognize that networking is a
contact. Ideally, any member of this network much more efficient means of gaining access
would answer an e-mail request for help within to knowledge and information than is
24 hours. Its that level of responsiveness that learning it yourself through other means.
one should aspire to when assembling a sound
business network.
BUSINESS IMPACT LEADERSHIP © Development Dimensions International, Inc., 2018. All rights reserved.
THE DIFFERENCE BETWEEN the best contacts I made in a job at a large
A BUSINESS NETWORK retailer was the person who managed office
AND A SOCIAL NETWORK moveshe always knew who was on the
way up.
A business network should not be confused
with a social network. Social networks are Your business network needs to include both
made up of people that you know and who internal and external contacts. For some
are probably very much like you. They may positions a strong business network can be
be individuals with whom you are acquainted built exclusively of internal contacts.
but who do not meet the requirements for a Increasingly, however, this is the exception
business networkthey cannot be counted rather than the rule, especially for middle
on to answer your e-mails or offer job- and senior managers. Now, most managers
relevant help when you need it. Even a need to have their business network extend
particularly robust social network is no outside of their work group and even
substitute for a business network. outside of their organization (e.g., contacts in
government organizations, other companies
HOW TO BUILD A BUSINESS NETWORK
that your organization deals with,
Business networking comes easily to some competitors, technology experts). The
people, not so for others. As in all aspects of broader the reach of your network, the more
business, its not the degree of effort that knowledge and information you will be able
matters; what matters most is the outcome to access when you need it.
a diverse, reliable business network.
Whether networking comes easily to you or not, 2. DARE TO INTRODUCE YOURSELF.
there are four activities that will assure your (BE COURAGEOUS)
success in building a business network. The greatest fear people have about
networking is that their efforts to build a
1. FIGURE OUT WHO SHOULD BE IN networking relationship will be met with
YOUR NETWORK. (BE PURPOSEFUL) rejection. While this fear is grounded in
Building a strong business network requires that human nature, experienced networkers
you avoid relying just on your lunch partners. understand that it is largely unfounded.
Ask yourself: Who can help me? Who knows Most people will be more receptive to your
whats going on? Who gets around roadblocks? attempts to reach out to them than you
Who are the critical links in the supply or think. No one turns down a call from
information chain? Your boss can be a big help someone who starts the conversation with,
by identifying people, setting up meetings, Ive just taken over the responsibility for
introducing you at conferences and the XYZ project, and Im trying to get to
conventions, and making introductory phone know people who
calls. But dont rely solely on your boss; My own experience bears that out. When a
develop your own contacts. With some competing firm in my industry hires a new
creativity you can identify people who will
chief, I write a congratulatory note and say
prove valuable in surprising ways. One of Id like to drop in sometime. Ive never been
turned down.
BUSINESS IMPACT LEADERSHIP © Development Dimensions International, Inc., 2018. All rights reserved.
3. ASK FOR HELP. (BE COURAGEOUS) Asking for help comes naturally to some
Its not easy for many people to ask for help. people more than others. To those for
Some people think it makes them look whom it doesnt come naturally, asking for
impotent or unknowledgeable. Others believe help is a courageous act that they avoid at all
that asking for help makes them appear as if costs, particularly when taking over a new
they are lazy or unmotivated. For many others, position or taking on a new projectwhen
they simply never developed the habit of asking the help from others is needed most.
for help.
4. NETWORKING MUST BE
A great deal of research confirms that asking RECIPROCAL. (BE PURPOSEFUL)
for help is a behavior tied to job success.5 In
An effective business network must be a
fact, its difficult to conclude otherwise. Dont two-way street. People in your business
ask for help, and you may not have all the
network will expect that you will help them
information you need for a proposal. You as needed, just like they will help you. In
could offend a constituency group whose addition to providing help when its asked
reactions you didnt consider. You might
for, you can reciprocate in other ways, such
propose an idea you think has a lot of promise, as sharing information you think they will
not realizing it was implemented in the past and
find useful, passing along relevant articles, or
failed. You could be late on a project because
congratulating them on a job change or
you didnt understand exactly what was
other accomplishment. Many executives I
expected of you or you didnt tap into resources
know spend about an hour a week
that could have helped you complete it on time.
maintaining their networks. Those who
invest even more time always find the extra
effort to be worthwhile.
BUSINESS IMPACT LEADERSHIP © Development Dimensions International, Inc., 2018. All rights reserved.
Purposeful, All managers need to understand this too.
Having a good network of business contacts is
Courageous indispensable as organizations increasingly span
the world, horizontal relationships become just
as vital as vertical relationships, decision time is
Networks shortened, organization strategies change
frequently, relationships become more
confusing (e.g., vendors who are also
As the actions described here indicate, there are
customers), and the knowledge gap between
two main requirements for building successful
what you know as a manager and what you
business networks: being purposeful and being
need to know continues to expand.
courageous. Therefore, I call business networks
CONTACT INFORMATION
Purposeful, Courageous Networks.
In my career Ive interviewed thousands of Note: An adaptation of this article was
WORLD HEADQUARTERS executives, and most of the successful ones are published in the January 2009 issue of the
412.257.0600 purposeful, courageous networkers. They cite Harvard Business Review. William C. Byham can
having a wide range of contacts as a major be contacted at
[email protected] for
E-MAIL
[email protected] contributor to their past success, and they see it more information.
WWW.DDIWORLD.COM/LOCATIONS
as even more important in the future; they
understand the importance of business
networking as a third millennium skill.
BUSINESS IMPACT LEADERSHIP © Development Dimensions International, Inc., 2018. All rights reserved.
Networking Self-Assessment
Do you have characteristics that will support you as you broaden your strategic network? By responding to this
self-assessment, youll be able to see to what degree you possess the work styles and dispositions shared by
successful strategic networkers.
The self-assessment takes about 10 minutes to complete.
Instructions: Indicate how strongly you agree or disagree with each statement using the scale provided. Select
one response (1, 2, 3, 4, or 5) corresponding to your choice for each item.
1Strongly Disagree (SD) 2Disagree (D) 3Neither Disagree nor Agree (N)
SD D N A SA
4Agree (A) 5Strongly Agree (SA)
1. In my organization I know which people in other business units are capable of 1 2 3 4 5
helping me in my job.
2. Colleagues often approach me for my thoughts, ideas, or perspectives. 1 2 3 4 5
3. I have no hesitation about introducing myself to influential members of my 1 2 3 4 5
organization.
4. When working on cross-functional teams, I determine which members I should 1 2 3 4 5
stay in contact with after the team project ends.
5. I look for proactive ways to add value for the people in my network, such as 1 2 3 4 5
sharing articles or reports I think might interest them.
6. I ask for feedback from network partners on how well Im meeting their needs 1 2 3 4 5
and what I could do to provide additional value.
7. I am comfortable taking the lead in meeting new people. 1 2 3 4 5
8. Before starting new projects, I find out what information is needed to succeed 1 2 3 4 5
and exactly who in my organization can provide it.
9. I invest time and effort at work maintaining my network of colleagues. 1 2 3 4 5
10. I often introduce network partners who may provide mutual value to one 1 2 3 4 5
another.
11. Compared to my coworkers, I know a large number of business contacts 1 2 3 4 5
outside my organization.
BUSINESS IMPACT LEADERSHIP © Development Dimensions International, Inc., 2018. All rights reserved.
1Strongly Disagree (SD) 2Disagree (D) 3Neither Disagree nor Agree (N)
SD D N A SA
4Agree (A) 5Strongly Agree (SA)
12. I write thank-you messages to work-related contacts after they have 1 2 3 4 5
helped me.
13. I enjoy initiating conversations with work colleagues whom I have never 1 2 3 4 5
met before.
14. I offer my point of view (i.e., attitude, position) on issues my network partners 1 2 3 4 5
share with me.
15. I periodically review my contact list to ensure I check in with everyone. 1 2 3 4 5
16. I look for colleagues who successfully use their networks and ask them for tips 1 2 3 4 5
on how they add value for their partners.
17. I use organizational or professional functions as a way to meet new business 1 2 3 4 5
contacts.
18. I have established key contacts outside my organization based on their ability 1 2 3 4 5
to add value to my network.
19. I use social networking tools (e.g., LinkedIn®, Facebook®, Twitter®) to nurture 1 2 3 4 5
my network.
20. I engage in social networking (e.g., LinkedIn®, Facebook®, Twitter®) as a 1 2 3 4 5
means to meet new business contacts.
21. Colleagues provide me with feedback, suggesting that I am a valuable part of 1 2 3 4 5
their network.
22. I often ask coworkers how satisfied they are with our working relationship. 1 2 3 4 5
23. I have established key contacts outside my organization that offer diverse 1 2 3 4 5
knowledge and skill sets.
24. At meetings or social events, I am not reluctant to introduce myself to 1 2 3 4 5
someone new.
BUSINESS IMPACT LEADERSHIP © Development Dimensions International, Inc., 2018. All rights reserved.
Scoring the Self-Assessment
From each statement on the previous two pages, copy the number you selected into its corresponding space in
the columns below. (If completing this online, you can split your computer monitor screen into two panesby
selecting the View tab and then Splitto easily transfer your scores).
Then, add the numbers in each column and record the totals in the spaces provided.
Determine
Expand Key Optimize Your Nurture Your
Network
Contacts Network Network
Requirements
Internal
1. 3. 2. 5.
4. 7. 6. 9.
8. 13. 10. 12.
External
11. 17. 14. 15.
18. 20. 16. 19.
23. 24. 21. 22.
TOTALS 0 0 0 0
BUSINESS IMPACT LEADERSHIP © Development Dimensions International, Inc., 2018. All rights reserved.
Interpreting Your Score
The titles of the four columns on the scoring table are the names of the networking factors you will discuss
in depth during the session. All scores reflect your results compared to those of other people:
Factors with scores of 19 and lower indicate areas where your behaviors have been less frequently
displayed or where you may have had fewer opportunities to obtain relevant experience than have
other people.
Factors with scores of 24 and higher indicate aspects of networking where you have demonstrated
more consistent behaviors and have accumulated more extensive experience compared to others.
Factors with scores between 20 and 23 are those in which your behaviors, dispositions, and
experiences are moderate or average when compared to others.
Score range Interpretation
19 and lower Compared to others, youve exhibited these actions less frequently. These may be
potential growth areas.
20 to 23 Youve exhibited these actions at a moderate/average frequency compared to others.
24 and higher These actions have been more frequent for you. They may be strengths to leverage.
Based on the article and the results of your self-assessment, answer the following:
1. What do you see as your current strengths when networking? What areas do you need to develop or
could you be better at doing?
2. Identify two or three actions you can take to build your business network:
3. How will being more effective in networking help you in your role as a Mid-Level leader at Eaton?
BUSINESS IMPACT LEADERSHIP © Development Dimensions International, Inc., 2018. All rights reserved.
