The Antidote to the 10,000 NameContact ListNetworks for IntrovertsWITI WebinarSeptember 20, 2012Maya TownsendPartnering Re...
A Common Tip2
The Point          The top 20% of           performers in    organizations are more      likely to cultivate and    levera...
Learning Objectives    • Understand the science behind networking    • Identify networking practices of high performers   ...
Agenda    •   What is a network?    •   How networks operate    •   Q&A Session #1    •   How high performers use networks...
What is a Network?                                        Public transportation networks                                  ...
The Simplest Network      Human networks are also all about movement:      The movement of information                    ...
All In All…     • A network consists of the       trusted relationships       created in order to…          ►    Exchange ...
Companies like Org Charts…              Jane is at the individual contributor                     level on the org chart9
But Networks Tell a Different Story                 Jane10
Quick Case: Critical Connector Lost                  • Technology organization                  • $75M operating budget   ...
•   What is a network? •   How networks operate •   Q&A Session #1 •   How high performers use networks •   How to network...
Quick Quiz Question #1 Using the poll feature, click YES if you can answer YES to the following question: •    Do you inte...
The Secret to Managing Networks:    Critical Connectors      • Identified by Dr. Karen        Stephenson      • Exist in a...
The Hub                                      Cathy                             Harry            Gary                      ...
The Gatekeeper                                       Cathy                              Harry            Gary             ...
The Pulsetaker                                       Cathy                             Harry             Gary             ...
The Pulsetaker: 6º of Separation Master18
Q & A Session #1     What are your burning           questions?19
•   What is a network? •   How networks operate •   Q&A Session #1 •   How high performers use networks •   How to network...
Network Knowledge & High Performance                                                          41%      • 36 - 42% more    ...
High Performers are More Likely to…                                                                                • Build...
Quick Assignment     Jot down the ten people     you interact with most     frequently on the job23
Network Considerations of High Performers     • Operational     • Personal     • Strategic24
Operational Networking      •   People who can help you…            ►    Get work done            ►    Fulfill your work r...
Personal Networking      •   People who can help you…            ►    Grow personally and professionally            ►    P...
Strategic Networking      • People who can help you…            ►    Figure out future priorities and                 chal...
•   What is a network? •   How networks operate •   Q&A Session #1 •   How high performers use networks •   How to network...
Network Size Remains Constant                                        Tribe 1155                                         Vi...
The Power of the Tribe      • Weak links outperform        strong links when        attempting to connect        to a diff...
What We Want31
The Minimalist Approach      Identify the critical connectors and gaps in      your network. Then…      1. Schedule two co...
The Key to Building Your Network 33Photo: Sizumaru’s Photo Stream, Flickr.
•   What is a network? •   How networks operate •   Q&A Session #1 •   How high performers use networks •   How to network...
Watch out for network traps…               The bottleneck                                           The formalist         ...
Quick Quiz: Network Traps     Which network trap are you most likely to fall into?     (A) Bottleneck – Has too much on th...
What can you do if you’ve fallen into a networking trap?              Bottleneck                                          ...
Q & A Session #2     What are your burning           questions?38
About the Presenter• Founder of Partnering Resources, a management consulting  company.• Specializes in helping companies ...
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Networking for Introverts

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Some of us will never enjoy walking into a room of strangers and making connections. Does that mean we’re doomed professionally? Not at all!

In this webinar, participants learned about the science behind networking and how that science can help engineers, technologists, and introverts make connections successfully and strategically.

We drew on insights from researchers and practitioners in the social sciences and business to learn about the networking practices of high performers.

We dispelled the myth that people who want strong networks should “never eat alone” and participants learned about the simple actions that significantly contribute to the health of a network.

Presented September 20, 2012 for Women in Technology International (WITI):

http://www.witi.com/users/teleclass/media/

http://partneringresources.com/event/networking-basics-for-introverts-2/

Published in: Business, Technology
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Networking for Introverts

  1. 1. The Antidote to the 10,000 NameContact ListNetworks for IntrovertsWITI WebinarSeptember 20, 2012Maya TownsendPartnering Resourceshttp://partneringresources.commaya@partneringresources.com617.395.8396
  2. 2. A Common Tip2
  3. 3. The Point The top 20% of performers in organizations are more likely to cultivate and leverage their networks in ways anyone can replicate.3
  4. 4. Learning Objectives • Understand the science behind networking • Identify networking practices of high performers • Conduct a first pass at an analysis of your network’s strengths and gaps • Understand which network traps they are most likely to imitate and how to remedy those tendencies4
  5. 5. Agenda • What is a network? • How networks operate • Q&A Session #1 • How high performers use networks • How to network • How people get stuck in network traps • Q&A Session #25
  6. 6. What is a Network? Public transportation networks help people travel in cities Computer networks move data from location to location The circulatory system Networks are about movement carries oxygen and carbon dioxide to and from our cells6
  7. 7. The Simplest Network Human networks are also all about movement: The movement of information Sam knows how to answer the question so Mary connects you to Sam You have a You ask your She doesn’t know question friend Mary the answer and calls Sam for advice Problem solved!7
  8. 8. All In All… • A network consists of the trusted relationships created in order to… ► Exchange information ► Complete work ► Get advice ► Solve problems ► Socialize 8Image: TouchGraph.
  9. 9. Companies like Org Charts… Jane is at the individual contributor level on the org chart9
  10. 10. But Networks Tell a Different Story Jane10
  11. 11. Quick Case: Critical Connector Lost • Technology organization • $75M operating budget • Annual trade show was a major revenue generation vehicle • The company let go of a low- level administrator citing the need to reduce overhead. • They realized afterwards that she was single-handedly responsible for securing millions of dollars each year for the trade show.11
  12. 12. • What is a network? • How networks operate • Q&A Session #1 • How high performers use networks • How to network • How people get stuck in network traps • Q&A Session #212
  13. 13. Quick Quiz Question #1 Using the poll feature, click YES if you can answer YES to the following question: • Do you interact on a 1:1 basis with more than 25 colleagues each day? • Do you enjoy collecting information about your organization or its people? Question #2 Click YES if you can answer YES to BOTH of the following questions: • Will your work suffer if you are absent because only you can make certain decisions or only you have certain knowledge? • Are most of your acquaintances unknown to each other? Question #3 Click YES if you can answer YES to BOTH of the following questions: • Do you have a range of interests and belong to very different organizations (sports clubs, art groups, volunteer organizations, etc.)? • Are most of your friends different from you in terms of their careers, tastes in social activities, and lifestyles?13
  14. 14. The Secret to Managing Networks: Critical Connectors • Identified by Dr. Karen Stephenson • Exist in all networks • Critical Connectors comprise only 5% of the network • Three Critical Connectors ► Hubs ► Gatekeepers ► Pulsetakers 14Image: © 2005 NetForm, Inc. Used with permission.
  15. 15. The Hub Cathy Harry Gary Chris • Highly and directly connected with many people • Communicate and disseminate knowledge through the organization15
  16. 16. The Gatekeeper Cathy Harry Gary Chris • Serve as links between departments, functions, and groups • Act as information gateways • Broker knowledge between critical parts of the organization16
  17. 17. The Pulsetaker Cathy Harry Gary Chris • Have maximum influence using minimum number of direct contacts • Work through indirect means17
  18. 18. The Pulsetaker: 6º of Separation Master18
  19. 19. Q & A Session #1 What are your burning questions?19
  20. 20. • What is a network? • How networks operate • Q&A Session #1 • How high performers use networks • How to network • How people get stuck in network traps • Q&A Session #220
  21. 21. Network Knowledge & High Performance 41% • 36 - 42% more 34% likely to exceed 30% expectations 24% • 43 – 72% more likely to be 15% promoted 11% 12% 11% 5% • 42 – 74% more likely to stay with "Far Exceeds" Promoted to Higher Left Company Expectations Rank the company BLP Graduates Control Group Others in Top 5 Job Ranks 21From Burt & Ronchi, ―Teaching Executives to See Social Capital: Results from a Field Experiment.‖
  22. 22. High Performers are More Likely to… • Build high-quality relationships • Invest in relationships to extend expertise, balance biases, and prevent career traps • Position selves at key network points and leverage people The top 20% of employees are more around them likely to build and maintain personal networks • Cultivate select ties with external experts 22From Cross, Thomas, & Light, How Top Talent Uses Networks and Where Rising Stars Get Trapped.
  23. 23. Quick Assignment Jot down the ten people you interact with most frequently on the job23
  24. 24. Network Considerations of High Performers • Operational • Personal • Strategic24
  25. 25. Operational Networking • People who can help you… ► Get work done ► Fulfill your work responsibilities • Contacts are usually internal and focused on current demands • Your job: build strong working relationships • Who do you need in order to get things done? 25Three types of networking from Ibarra & Hunter, Harvard Business Review.
  26. 26. Personal Networking • People who can help you… ► Grow personally and professionally ► Provide referrals to useful information and contacts ► Give honest, caring feedback • Contacts are usually external and share current interests or future potential interests • Your job: Reach out to people who can make referrals or give advice • Who do you need in order to develop professionally? 26Three types of networking from Ibarra & Hunter, Harvard Business Review. Image by Wonderlane on flickr.
  27. 27. Strategic Networking • People who can help you… ► Figure out future priorities and challenges ► Get stakeholder support for the future you want to create • Contacts are future-oriented and can be internal or external • Your job: Create leverage— draw on resources from one area to achieve results in another • Who do you need to build the future you want? 27Three types of networking from Ibarra & Hunter, Harvard Business Review. Image: Aussie Gal on flickr.
  28. 28. • What is a network? • How networks operate • Q&A Session #1 • How high performers use networks • How to network • How people get stuck in network traps • Q&A Session #228
  29. 29. Network Size Remains Constant Tribe 1155 Village 148 Overnight Camp 38 Core Group 2-6 29Data: Christakis & Fowler, Connected.
  30. 30. The Power of the Tribe • Weak links outperform strong links when attempting to connect to a different world • 25% of jobs secured through contacts who were hardly ever seen (Granovetter study) 30Data: Koch & Lockwood, Superconnect.
  31. 31. What We Want31
  32. 32. The Minimalist Approach Identify the critical connectors and gaps in your network. Then… 1. Schedule two coffee meetings per month 2. Forward two emails per week 3. Walk around the office and talk with people two times per day32
  33. 33. The Key to Building Your Network 33Photo: Sizumaru’s Photo Stream, Flickr.
  34. 34. • What is a network? • How networks operate • Q&A Session #1 • How high performers use networks • How to network • How people get stuck in network traps • Q&A Session #234
  35. 35. Watch out for network traps… The bottleneck The formalist The biased learner The disconnected expert The surface networker 35Images: Gijs van Kooten et al. Traps: Cross, Thomas, & Light, How Top Talent Uses Networks and Where Rising Stars Get Trapped
  36. 36. Quick Quiz: Network Traps Which network trap are you most likely to fall into? (A) Bottleneck – Has too much on their plate or has a tendency to be controlling (B) Formalist – Relies too much on the formal structure and misses the nuances (C) Disconnected expert – Knows what they know… but doesn’t keep up with new learning (D) Biased learner – Draws too much on old relationships or ―like‖ individuals (E) Surface networker – Knows a lot of people superficially but hasn’t built trust36
  37. 37. What can you do if you’ve fallen into a networking trap? Bottleneck Biased learner Formalist Identify areas of Find Identify brokers, informal overinvestment and information, decisions, and decision makers, and other underinvestment and take tasks that can be key network players and steps to balance the reallocated and/or mentor align with the formal system network others to provide backup Surface networker Disconnected Expert Refocus attention on what Identify skill gaps and build can be offered, not just ties to those who can help what can be received, and fill gaps build relationships with critical individuals37
  38. 38. Q & A Session #2 What are your burning questions?38
  39. 39. About the Presenter• Founder of Partnering Resources, a management consulting company.• Specializes in helping companies meet complex change and collaboration challenges using network knowledge.• Client list includes Alcatel-Lucent, Andover / Phillips Academy, eCopy, eTeck, Fidelity Investments, Financial Profiles, Hanover Insurance Group, MIT, and Merrimack Pharmaceutical, National Air and Space Administration, and the National Braille Press.• Teaches leadership, strategy, collaboration, and alignment through Boston University Corporate Education Center.• Published by CIO.Com, Mass High Tech, Chief Learning Officer, Talent Management, and other magazines and journals.• Serves on the Editorial Review Board for OD Practitioner, the premier organization development practitioner journal in the US.• Blogs at http://partneringresources.com and http://www.futureofworkenabled.com• Likes chocolate a lot.maya@partneringresources.com |617.395.8396|http://partneringresources.com

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