PHIL WILLBURN (@pwillburn)FACULTY, NETWORK SCIENTISTCENTER FOR CREATIVE LEADERSHIPTHE NETWORK ROUNDTABLE CONFERENCE APRIL ...
Leadership Network Diagnostic
Place holder for flat landpicture@pwillburn
Place holder for verticalpicture@pwillburn
Leadership at all levelsLeadingSelfLeadingOthersLeadingManagersLeadingtheFunctionLeadingtheOrganizationIndividualcontribut...
@pwillburn
FIRST-LINESUPERVISORLEADINGSELFLEADINGOTHERSLEADINGMANAGERSLEADING THEFUNCTIONLEADING THEORGANIZATIONHIGH-POTENTIALLEADERM...
Derailment@pwillburn
1. Problems WithInterpersonal Relationships2. Difficulty BuildingAnd Leading A Team3. Difficulty ChangingOr Adapting4. Fai...
Network Derailment Framework4 key leadership transitionsPredictable Network (re)ActionsNetwork Derailment Patterns@pwillburn
Network Challenges Throughout A Leader’s CareerPredictable Network (re)Actions and Network Derailment Patterns© 2013 Cente...
FIRST-LINE SUPERVISORLEADING SELF LEADING OTHERS@pwillburn
LEADING OTHERS LEADING MANAGERSHIGH-POTENTIAL LEADER@pwillburn
Matt & Eric@pwillburnMatt Eric
Matt & Eric@pwillburnMatt Eric
LEADING MANAGERS LEADING THE FUNCTIONMIDDLE MANAGER@pwillburn
Sue & Sarah@pwillburnRelationships Type Sue SarahBrings New Perspective to Work 12.5% 0.0%Confidante 4.7% 0.0%Connection t...
LEADING THE FUNCTION LEADING THE ORGANIZATIONEXECUTIVE@pwillburn
KarenKarenHRFinanceOps MgrOps MgrOps MgrOps MgCTOStaff StaffStaffStaffStaffStaffOps MgrOps Mgr
Interact!@pwillburn
Discussion QuestionAs you were listening to theNetwork Derailment Framework,what resonated with your owncareer experience ...
First-line SupervisorTransitioning Relationships6 Tactics for Transitioning Relationships1. Actively monitor your relation...
High-Potential LeaderStrengthen Relationships6 Tactics for Strengthen Relationships1. Increase the number of different top...
Middle ManagerCreate Strategic Relationships6 Tactics for Creating Strategic Relationships1. Reach out to colleagues in th...
ExecutivesUn-Insulate Network6 Tactics for Un-Insulating Your Network1. Tap into your Latent Network (your previous contac...
Call to Action
John LockeJack SheppardHurleyLost relationships based on co-presence in flashbacks, through season 4
Harry Potter and the Sorcerer’s Stone: Communication NetworkSeverus SnapeHarry PotterRubeus Hagrid
Brutus Mark AntonyCaius Cassius
Downton Abbey Season 1
PHIL WILLBURNwillburnp@ccl.org@pwillburnNETWORK CHALLENGES THROUGHOUT A LEADER’S CAREER
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TNR2013 Phil Willburn, Network Challenges of Leaders at Different Levels in the Organization

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TNR2013 Phil Willburn, Network Challenges of Leaders at Different Levels in the Organization

  1. 1. PHIL WILLBURN (@pwillburn)FACULTY, NETWORK SCIENTISTCENTER FOR CREATIVE LEADERSHIPTHE NETWORK ROUNDTABLE CONFERENCE APRIL 2-3, 2013NETWORK CHALLENGES THROUGHOUT A LEADER’S CAREER
  2. 2. Leadership Network Diagnostic
  3. 3. Place holder for flat landpicture@pwillburn
  4. 4. Place holder for verticalpicture@pwillburn
  5. 5. Leadership at all levelsLeadingSelfLeadingOthersLeadingManagersLeadingtheFunctionLeadingtheOrganizationIndividualcontributors,professionalstaff andemergingleadersLeaders ofindividualcontributorsLeaders ofmanagersand/or seniorprofessionalstaffLeaders offunctions ordivisionsLeaders of theenterprise@pwillburn
  6. 6. @pwillburn
  7. 7. FIRST-LINESUPERVISORLEADINGSELFLEADINGOTHERSLEADINGMANAGERSLEADING THEFUNCTIONLEADING THEORGANIZATIONHIGH-POTENTIALLEADERMIDDLEMANAGEREXECUTIVENetwork Derailment Patterns@pwillburn
  8. 8. Derailment@pwillburn
  9. 9. 1. Problems WithInterpersonal Relationships2. Difficulty BuildingAnd Leading A Team3. Difficulty ChangingOr Adapting4. Failure To MeetBusiness Objectives5. Too Narrow FunctionalOrientationProblems that Stall a Career@pwillburn
  10. 10. Network Derailment Framework4 key leadership transitionsPredictable Network (re)ActionsNetwork Derailment Patterns@pwillburn
  11. 11. Network Challenges Throughout A Leader’s CareerPredictable Network (re)Actions and Network Derailment Patterns© 2013 Center for Creative Leadership. All rights reserved. @pwillburn
  12. 12. FIRST-LINE SUPERVISORLEADING SELF LEADING OTHERS@pwillburn
  13. 13. LEADING OTHERS LEADING MANAGERSHIGH-POTENTIAL LEADER@pwillburn
  14. 14. Matt & Eric@pwillburnMatt Eric
  15. 15. Matt & Eric@pwillburnMatt Eric
  16. 16. LEADING MANAGERS LEADING THE FUNCTIONMIDDLE MANAGER@pwillburn
  17. 17. Sue & Sarah@pwillburnRelationships Type Sue SarahBrings New Perspective to Work 12.5% 0.0%Confidante 4.7% 0.0%Connection to the Top 3.1% 1.8%Ethical Wise Mentors 3.1% 3.6%General Career Advice 1.6% 3.6%Industry Insiders - Trends 6.3% 3.6%Political Coverage or Insight 3.1% 0.0%Informal Mentor 0.0% 1.8%Mentor 0.0% 34.4% 3.6% 17.9%Be Real With at Work Sounding Board Feedback 6.3% 5.4%Business Partners 6.3% 28.6%Go to People - Get stuff done 1.6% 5.4%Technical Expertise 1.6% 1.8%Mentee 1.6% 0.0%Keep out of Trouble 0.0% 7.1%Manager 0.0% 1.8%Geographic Insiders 0.0% 17.2% 1.8% 51.8%Blow off Steam - Venting 4.7% 5.4%Emotional Support 4.7% 5.4%Familial Support 1.6% 1.8%Friends for Hobbies 4.7% 0.0%Good for a Laugh 3.1% 0.0%Quick Break Friend 1.6% 3.6%Personal Cheerleaders 3.1% 0.0%Safety Blanket - Emergency Support 1.6% 1.8%Ultimate Trusted Partner 6.3% 0.0%Work Life Balance Role Model 6.3% 0.0%Advisors for Changing Jobs 1.6% 39.1% 5.4% 23.2%Hired me into the company or Got Me My Current Role 1.6% 0.0%Successful or Unsuccessful Friends - Help Gauge my Success 7.8% 3.6%Latent Contacts Advisors 0.0% 1.8%What not to do Role Model 0.0% 9.4% 1.8% 7.1%34.4%17.9%Sue Sarah17.2%51.8%Sue Sarah39.1%23.2%Sue SarahStrategicOperationalPersonal
  18. 18. LEADING THE FUNCTION LEADING THE ORGANIZATIONEXECUTIVE@pwillburn
  19. 19. KarenKarenHRFinanceOps MgrOps MgrOps MgrOps MgCTOStaff StaffStaffStaffStaffStaffOps MgrOps Mgr
  20. 20. Interact!@pwillburn
  21. 21. Discussion QuestionAs you were listening to theNetwork Derailment Framework,what resonated with your owncareer experience or things you’veobserved in other leaders’ careers?@pwillburn
  22. 22. First-line SupervisorTransitioning Relationships6 Tactics for Transitioning Relationships1. Actively monitor your relationships2. Start providing feedback from the data you’ve gathered (SBI)3. Start actively asking for Feedforward/Feedback4. Regularly discuss the team’s goals/objectives5. Branch out with new relationships – even if they violate groupnorms6. Delegate as soon as possible@pwillburn
  23. 23. High-Potential LeaderStrengthen Relationships6 Tactics for Strengthen Relationships1. Increase the number of different topics you discuss2. Decrease the number of projects and relationships you manage3. Gradual Self-Disclosure (family, hobbies, interests, fears, goals)4. Bond through adversity, adventure, and/or exercise5. Reciprocate + 16. Go out of your way for someone@pwillburn
  24. 24. Middle ManagerCreate Strategic Relationships6 Tactics for Creating Strategic Relationships1. Reach out to colleagues in the same roll2. Ask for business advice3. Ask for career advice4. Introduce two people you want to meet5. Help a contact get a job inside your organization6. Delegate more operations to your employees@pwillburn
  25. 25. ExecutivesUn-Insulate Network6 Tactics for Un-Insulating Your Network1. Tap into your Latent Network (your previous contacts)2. Spend time at a start-up within your business sector.3. Attend a conference you have never before attended.4. Be a guest speaker at a local or national event.5. Find a personal network assisstant6. Introduce two executives at the same level who do not knoweach other.@pwillburn
  26. 26. Call to Action
  27. 27. John LockeJack SheppardHurleyLost relationships based on co-presence in flashbacks, through season 4
  28. 28. Harry Potter and the Sorcerer’s Stone: Communication NetworkSeverus SnapeHarry PotterRubeus Hagrid
  29. 29. Brutus Mark AntonyCaius Cassius
  30. 30. Downton Abbey Season 1
  31. 31. PHIL WILLBURNwillburnp@ccl.org@pwillburnNETWORK CHALLENGES THROUGHOUT A LEADER’S CAREER

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