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Click on the link to read this article.
This has been assigned as a part of the post-work of Learning Lab 1 - Bold Leadership.

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Reprint: R0701C

Most people acknowledge that networking-creating a fabric of personal contacts to provide support, feedback, insight, and resources-is an essential activity for an ambitious manager. Indeed, it's a requirement even for those focused simply on doing their current jobs well. For some, this is a distasteful reality. Working through networks, they believe, means relying on "who you know" rather than "what you know"-a hypocritical, possibly unethical, way to get things done. But even people who understand that networking is a legitimate and necessary part of their jobs can be discouraged by the payoff-because they are doing it in too limited a fashion.

On the basis of a close study of 30 emerging leaders, the authors outline three distinct forms of networking. Operational networking is geared toward doing one's assigned tasks more effectively. It involves cultivating stronger relationships with colleagues whose membership in the network is clear; their roles define them as stakeholders. Personal networking engages kindred spirits from outside an organization in an individual's efforts to learn and find opportunities for personal advancement. Strategic networking puts the tools of networking in the service of business goals. At this level, a manager creates the kind of network that will help uncover and capitalize on new opportunities for the company. The ability to move to this level of networking turns out to be a key test of leadership.

Companies often recognize that networks are valuable, and they create explicit programs to support them. But typically these programs facilitate only operational networking. Likewise, industry associations provide formal contexts for personal networking. The unfortunate effect is to give managers the impression that they know how to network and are doing so sufficiently. A sidebar notes the implication for companies' leadership development initiatives: that teaching strategic networking skills will serve their aspiring leaders and their business goals well.

The Idea in Brief

What separates successful leaders from the rest of the pack? Networking: creating a tissue of personal contacts to provide the support, feedback, and resources needed to get things done.

Yet many leaders avoid networking. Some think they don't have time for it. Others disdain it as manipulative.

To succeed as a leader, Ibarra and Hunter recommend building three types of networks:

Operational-people you need to accomplish your assigned, routine tasks.

Personal-kindred spirits outside your organization who can help you with personal advancement.

Strategic-people outside your control who will enable you to reach key organizational objectives.

You need all three types of networks. But to really succeed, you must master strategic networking-by interacting regularly with people who can open your eyes to new business opportunities and help you capitalize on them. Build your strategic network, and burnish your own-and your company's-performance.

The Idea in Practice

The most effective leaders understand the differences among the three types of networks and how to build them.

Leveraging Your Networks

Networking takes work. To lessen the pain and increase the gain:

Mind your mind-set.

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.

Reallocate your time.

Master the art of delegation, to liberate time you can then spend on cultivating networks.

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.

Example:

An investment banker invited key clients to the theatre (a passion of hers) several times a year. Through these events, she developed her own business and learned things about her clients' companies that generated business and ideas for other divisions in her firm.

Give and take continually.

Don't wait until you really need something badly to ask for a favor from a network member. Instead, take every opportunity to give to-and receive from-people in your networks, whether you need help or not.

When Henrik Balmer became the production manager and a board member of a newly bought-out cosmetics firm, improving his network was the last thing on his mind. The main problem he faced was time: Where would he find the hours to guide his team through a major upgrade of the production process and then think about strategic issues like expanding the business? The only way he could carve out time and still get home to his family at a decent hour was to lock himself-literally-in his office. Meanwhile, there were day-to-day issues to resolve, like a recurring conflict with his sales director over custom orders that compromised production efficiency. Networking, which Henrik defined as the unpleasant task of trading favors with strangers, was a luxury he could not afford. But when a new acquisition was presented at a board meeting without his input, he abruptly realized he was out of the loop-not just inside the company, but outside, too-at a moment when his future in the company was at stake.

A version of this article appeared in the January 2007 issue of Harvard Business Review.

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Reprint: R0701C Most people acknowledge that networking-creating a fabric of personal contacts to provide support, feedback, insight, and resources-is an essential activity for an ambitious manager. Indeed, it's a requirement even for those focused simply on doing their current jobs well. For some, this is a distasteful reality.

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Click on the link to read this article.
This has been assigned as a part of the post-work of Learning Lab 1 - Bold Leadership.

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Trust between people is an interesting concept that can be hard to pin down. It is different between sets of individuals - just because you and I get along, doesn't mean that I automatically have a good relationship with others in your circle. This is because the interactions we have with each other are different and even the same interactions can be perceived differently. The concept of the " Trust Battery" made popular by Shopify founder Tobi Lütkehelps explain this. Before you know someone your trust battery is at 50%. Then with each interaction your battery goes up or down, your job in being effective is to continually charge your battery with those you are working with .

Trust plays a big role in how effective you can be in a role, without it there is very little chance that changes you need to make will be taken on board by others. Relating to this is the work of Robert Cialdini, who's book " Persuasion " is one of the authoritative texts on the aspects of human interaction that involve influencing others.

Cialdini discusses six shortcuts as universals that guide human behavior, they are:

Understanding these shortcuts and employing them in an ethical manner can significantly increase the chances that someone will be persuaded by your request.

This excellent summary video takes you through them:

Summarising the 6 points from excerpts on Cialdini's website and book (unless otherwise referenced)

People are obliged to give back to others the form of a behavior, gift, or service that they have received first.

So the key to using the Principle of Reciprocity is to be the first to give and to ensure that what you give is personalized and unexpected. - Cialdini

People want more of those things they can have less of BUT It's not enough simply to tell people about the benefits they'll gain if they choose your products and services. You'll also need to point out what is unique about your proposition and what they stand to lose if they fail to consider your proposal.

This draws strongly on the loss aversion cognitive bias. Richard Thaler writes of this in his book " Nudge "

People hate losses (and their Automatic Systems can get pretty emotional about them). Roughly speaking, losing something makes you twice as miserable as gaining the same thing makes you happy. In more technical language, people are "loss averse

People follow the lead of credible, knowledgeable experts. It's important to signal to others what makes you a credible, knowledgeable authority before you make your influence attempt. Of course this can present problems; you can hardly go around telling potential customers how brilliant you are, but you can certainly arrange for someone to do it for you. And surprisingly, the science tells us that it doesn't seem to matter if the person who introduces you is not only connected to you but also likely to prosper from the introduction themselves.

People like to be consistent with the things they have previously said or done.

Consistency is activated by looking for, and asking for, small initial commitments that can be made. So when seeking to influence using the consistency principle, the detective of influence looks for voluntary, active, and public commitments and ideally gets those commitments in writing.

People are generally better persuaded by the reasons which they have themselves discovered than by those which have come into the mind of others. Pascal - Brain Pickings

Interestingly and different from the reciporcity effect, because of peoples desires to be consistent once they have done a favour for you, they are more likely to do another one in future - it would create an uncomfortable cognitive dissonance to not do so. This is the so called Benjamin Franklin effect:

Benjamin Franklin, after whom the effect is named, quoted what he described as an "old maxim" in his autobiography:

"He that has once done you a kindness will be more ready to do you another, than he whom you yourself have obliged."

As Seth Godin points out, culture is built around consistency...

"People like us, do things like this"

If people like you, they are more inclined to say yes to you.

What causes one person to like another? There are three important factors.

We like people who are similar to us, we like people who pay us compliments, and we like people who cooperate with us towards mutual goals.

So to harness this powerful principle of liking, be sure to look for areas of similarity that you share with others and genuine compliments you can give before you get down to business.

People will be guided in their own actions by the actions of people around them.

Rather than relying on our own ability to persuade others, we can point to what many others are already doing, especially many similar others.

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Trust between people is an interesting concept that can be hard to pin down. It is different between sets of individuals - just because you and I get along, doesn't mean that I automatically have a good relationship with others in your circle.

# data[].attributes.body
Click on the link to read this article.
This has been assigned as a part of the post-work of Learning Lab 1 - Bold Leadership.

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How to change minds and influence people's behaviour

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Neuroscientist and author Tali Sharot's new book explores how we influence the people around us

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Open the file and download the same. As we identified our existing network during the lab, now is the time to initiate and deepen the ties.
Instructions are provided on the Slide number 2.

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Revisit your LinkedIn and other client-facing profiles to check whether your profile reflects the leadership brand you wish to put out there.
If not, make sure to update and tweak the same.