Presentation for the Midwest Talent Management Forum, 9/25/2009.
More: http://partneringresources.com/organizational-networks-and-organization-performance/
My presentation on networks and social media to a group of international managers from multinational organizations as part of IFL training program (www.ifl.se).
Revision of Previous Show on SNA and Introduction to Tools
The Language of Networks
Introduction to Social Network Analysis/ Cases
Tools for Analyzing social networks, including graphing Facebook, LinkedIn, and Twitter networks
Harnessing Collective Intelligence: Shifting Power To The EdgeMike Gotta
Socially-oriented systems create inter-connections across groups and communities that enable workers to leverage the collective intelligence of an organization. Sense-making tools and decision-making systems are more critical than ever before but need to be re-invented for a net-centric environment.
My presentation on networks and social media to a group of international managers from multinational organizations as part of IFL training program (www.ifl.se).
Revision of Previous Show on SNA and Introduction to Tools
The Language of Networks
Introduction to Social Network Analysis/ Cases
Tools for Analyzing social networks, including graphing Facebook, LinkedIn, and Twitter networks
Harnessing Collective Intelligence: Shifting Power To The EdgeMike Gotta
Socially-oriented systems create inter-connections across groups and communities that enable workers to leverage the collective intelligence of an organization. Sense-making tools and decision-making systems are more critical than ever before but need to be re-invented for a net-centric environment.
Yes, I still do KM and KM is not dead. I thought I would share the basic deck that I use in workshops that are part of my KM Assessment and Strategy consulting practice. In addition to interviews, surveys, and inventories, it is important during a KM assessment to educate and engage the organization.
A high-level overview of social network analysis, providing background on how it came into the knowledge management field. Includes an example and core concepts pertinent to the audience, online community managers.
Discover Your Hidden Engagement Pyramid – Barbara Christensen, Percolator Con...NetSquared Vancouver
An engagement framework ensures you’re spending the right amount of time on the right people. Building it usually involves lots of strategy work to define your Theory of Change, audiences, and levels, plus finding the best technology track it all. Haven't yet embarked on this epic journey to being more effective organizers and fundraisers? You'd be amazed what you've already accomplished without ever having uttered the words "engagement pyramid". Let's uncover the maps you already have, clear away the mists of technical uncertainty, and help you lead the way to your hidden engagement pyramid.
BARBARA CHRISTENSEN, SENIOR PROJECT MANAGER at Percolator Consulting
Linkedin: https://www.linkedin.com/in/gardengnome/
Barbara has spent 20 years on the digital side of a nonprofit—CRM wrangling; digital organizing, fundraising, and communications; and IT and user support (and often all of those jobs at once). Her favorite campaign win was turning out hundreds of happy commenters to dull wildlife commission meetings for months. At Percolator, she empowers clients to sync their technology to their mission and is practically giddy about engagement. She believes profoundly in goals over gadgets, loves smashing bugs of the technical persuasion, and will talk to you about bats and/or chickens for far too long if you let her.
NetWorkShop: Boston Facilitators RoundtablePatti Anklam
The NetWorkShop offers a new perspective – a network lens – that sheds light on how human networks are structured and how technologies can enhance our ability to collaborate and co-create. For facilitators, it offers possibilities of new ways of thinking about client work as well as leadership coaching.
This workshop provides a clear presentation of basic network concepts, including:
· Reflective exercises in creating and interpreting network maps of relationships (organizational and personal) using network concepts
· An introduction to value networking analysis, with a focus on mapping roles and deliverables (gives and gets) in an organizational ecosystem
· A short overview of how social media (Twitter, Facebook, LinkedIn) is altering the landscape of how people create and work in networks.
Personal Network Management Km Forum Oct 2009Patti Anklam
Presentation to the Boston KM Forum. Describes how an understanding of networks dynamic and structure can help with the development of one's personal network.
Networks are social capital; where business value is created in relationships. Network analysis reveals the networks. CORE process identifies new market opportunities or innovation, improvess effectiveness, extends firms reach through stakeholder networks.
Yes, I still do KM and KM is not dead. I thought I would share the basic deck that I use in workshops that are part of my KM Assessment and Strategy consulting practice. In addition to interviews, surveys, and inventories, it is important during a KM assessment to educate and engage the organization.
A high-level overview of social network analysis, providing background on how it came into the knowledge management field. Includes an example and core concepts pertinent to the audience, online community managers.
Discover Your Hidden Engagement Pyramid – Barbara Christensen, Percolator Con...NetSquared Vancouver
An engagement framework ensures you’re spending the right amount of time on the right people. Building it usually involves lots of strategy work to define your Theory of Change, audiences, and levels, plus finding the best technology track it all. Haven't yet embarked on this epic journey to being more effective organizers and fundraisers? You'd be amazed what you've already accomplished without ever having uttered the words "engagement pyramid". Let's uncover the maps you already have, clear away the mists of technical uncertainty, and help you lead the way to your hidden engagement pyramid.
BARBARA CHRISTENSEN, SENIOR PROJECT MANAGER at Percolator Consulting
Linkedin: https://www.linkedin.com/in/gardengnome/
Barbara has spent 20 years on the digital side of a nonprofit—CRM wrangling; digital organizing, fundraising, and communications; and IT and user support (and often all of those jobs at once). Her favorite campaign win was turning out hundreds of happy commenters to dull wildlife commission meetings for months. At Percolator, she empowers clients to sync their technology to their mission and is practically giddy about engagement. She believes profoundly in goals over gadgets, loves smashing bugs of the technical persuasion, and will talk to you about bats and/or chickens for far too long if you let her.
NetWorkShop: Boston Facilitators RoundtablePatti Anklam
The NetWorkShop offers a new perspective – a network lens – that sheds light on how human networks are structured and how technologies can enhance our ability to collaborate and co-create. For facilitators, it offers possibilities of new ways of thinking about client work as well as leadership coaching.
This workshop provides a clear presentation of basic network concepts, including:
· Reflective exercises in creating and interpreting network maps of relationships (organizational and personal) using network concepts
· An introduction to value networking analysis, with a focus on mapping roles and deliverables (gives and gets) in an organizational ecosystem
· A short overview of how social media (Twitter, Facebook, LinkedIn) is altering the landscape of how people create and work in networks.
Personal Network Management Km Forum Oct 2009Patti Anklam
Presentation to the Boston KM Forum. Describes how an understanding of networks dynamic and structure can help with the development of one's personal network.
Networks are social capital; where business value is created in relationships. Network analysis reveals the networks. CORE process identifies new market opportunities or innovation, improvess effectiveness, extends firms reach through stakeholder networks.
Running head: RESPONSE
1
RESPONSE
2
Response
Student’s name
Course number
Instructor’s name
Date
Response
Srinivas Matineni
Your response is well presented and informational. I agree with you that net neutrality is the standardization policy that monitors and ensure internet services providers are deliver information to consumers at a similar speed, in spite of the content. I would like to add the law must strike an agreement connecting securing the private privileges of Internet specialist organizations to facilitate security for the best interest of the internet users.
Net neutrality progress information technology effectiveness as it facilitates the people or organization to recognized worldwide commerce and successfully offers services for their customers. I like the way you have provided that the provided restriction of the internet service providers will lead to slow speed internet and crash which come with negative impact to the business. You have incorporated various practical examples in your response which signifies critical thinking ability which is commendable.
Patrik Khator
I love the way you have introduced your response with a clear and comprehensive explanation of net neutrality as the directing rules that tries to control and standardize the internet service provider activities. I concur with you that net neutrality will utilize the first-in-first out mechanism of receiving and redirecting the data without bias of the size or source which ensure equality in service provision. I would like to add that the net neutrality needs to consider that the move will attract high traffic for the given bandwidth which increases the chances of spam and infection. The Federal Communication Commission (FCC) needs to protect its client and the public and ensure that proper strategies for or against net neutrality is developed effectively. I agree with you that without net neutrality the internet services providers can block, slow down or back off access to sites they don't care for which is not fair and just. Your response is systematically presented and directional. Keep up the good work.
References
Hahn, R. W., and Scott, W. (2006). The economics of net neutrality. The Economists' Voice 3.6
K, Jan., Lukas, W., and Christof, W. (2013). Net neutrality: A progress report. Telecommunications Policy 37.9: 794-813.
Net Neutrality: Myths and Facts |." American Civil Liberties Union. 22 Sept. 2006. Web. 17 Dec. 2009.
Net Neutrality: Media Discourses and Public Perception by Quail, Christine; Larabie, Christine. Global Media Journal, suppl. International Perspectives on Network Neutrality, Canadian edition.
The books give data and comprehension about how cutting-edge gadgets, innovations, What's more, data information drive business activities and strategies. The polar same way online busin ...
[Webinar] "How to Keep Top Talent & Improve Your Bottom Line"Steven Wardell
Professor Rob Cross, DBA, shares the latest network-driven methods to help you identify your critical team members, including high-performers, hidden talent, marginalized employees, and overloaded individuals - before they leave the company.
How Social Networking is Changing How We Collaborate and Share InformationLynn Reyes
The "social" factor in the way things really work and how we might think about it from discovery, strategic planning and design, execution, measurement and management.
Presentation made at the Convurge Conference in June 2007.
Is Your Strategy Stuck in 20th Century?Maya Townsend
Most of the approaches to strategy in use today were developed in the 20th century, when the world was a much different place. Use this guide to gauge your organization’s use of 21st century assumptions and tools. Does your approach meet the demands of today’s volatile, uncertain world?
Problems come in many shapes and sizes. Make sure you're solving problems effectively by using the right tools for the job. Our new infographic shows you how to choose.
Improve likelihood of change success by 10%? Sounds good!
I’m a big fan of the work done by Grenny, Maxfield, and Shimberg on what makes change initiatives successful. According to their research, initiatives are ten times more likely to succeed when the change strategy includes at least four of six approaches.
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
SCARF Model for Managing Organization StressMaya Townsend
Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks.
Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational change—just when people are likely to be triggered.
If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.
Most leaders encounter resistance to change. The resistance can take various forms. People can protest the implementation plan, the approach, your leadership, the font size used in change communications, and the decision to change in the first place.
This new infographic on resistance highlights the work of three masters. Rick Maurer’s Three Types of Resistance is a classic method of understanding why people resist and how to respond effectively. Ingrid Bens teaches us how to have conversations about resistance in ways that work. The late Herb Shepard’s teachings offer wisdom from his years of work with organizations.
Use this infographic to help decide how to handle the inevitable challenges and pushback that arise during change.
Five Levels of Communication InfographicMaya Townsend
Some tools never lose their value. The hammer. The umbrella. The wheel. These tools have been around for centuries and we trust them.
We have similarly trustworthy, proven tools in the organizational world. The Tried & True series shares trusted models that stand the test of time in graphical form. The first tool is the Five Levels of Communication.
Most leaders recognize that communication is essential during change. However, all too many think of communication as a simple matter of sending an informational email.
To encourage all that's needed to support sustainable change, organizations must engage in five different levels of communication. This model, developed by Linda Ackerman Anderson and Dean Anderson based on a model by ARC Worldwide, has been helping leaders for years.
Organizations still struggle with change. After all our collective years of experience and learning about change, it’s still hard.
Part of the challenge is that we still insist on using techniques that assume organizations are like machines. Get the right tool, technician, and process, and the results will follow.
The problem is that organizations are comprised of people. People are often unpredictable. We have opinions. We don’t like feeling as if we’re being controlled or treated unfairly. And we really don’t like being treated like machines.
Rather than thinking about change as a linear, predictable process, we need a new way. The Change Journey is a process that treats people like people, not like machines.
The statistics on change leadership are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there's room for improvement.
In this session given at the 2012 Healthcare Businesswomen's Association Leadership Conference, participants learned what it takes to provide successful change leadership. Specifically, we discussed:
- The one method that makes a change initiative 10 times more likely to succeed.
- The six ways of creating change in organizations.
- How leaders can use the six ways to help create change.
- How leaders can choose the best fit for their projects or initiatives.
Participants said it was the "best session of the conference!" For more information, see the event post at http://partneringresources.com/event/change-leadership-at-hba-leadership-conference/.
Does networking really make a difference? The answer is a resounding yes! In a study performed by Partnering Resources, 93% of completely successful change initiatives were led by leaders with very strong or strong personal networks. Not one change initiatives described as less successful was led by a leader with strong or very strong personal networks. Furthermore, a recent study featured in Sloan Management Review showed that high performing project teams had almost twice as many non-core contributors affiliated with the team.
In this highly interactive session, we learned about the science behind networking. We drew on insights from researchers and practitioners in the social sciences and in business to learned about the networking practices of high performers. We dispelled the myth that people who want strong networks should never eat alone and, instead, we learned about the simple actions that significantly contribute to the health of your network. We merged the art and science by mapping individual participants’ networks, identifying gaps, and developing plans for filling those gaps.
Presented October 2, 2012 at The Commonwealth Institute.
Event information: http://partneringresources.com/event/art-science-networking-basics-commonwealth-institute/
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/
Using Hidden Networks to Identify and Develop High PotentialsMaya Townsend
~~Slides from May 17, 2012 presentation at the North East HR Association conference~~
How often have you realized, only after an employee has left the company, how critical he or she actually was to the business? Have you ever found your company in dire straits because key positions have been empty for too long? Or have you hired a promising new executive only to see that person fail after just a short time on the job?
If so, you’re not alone. Sixty-four percent of new executives hired from the outside fail at their jobs, according to HR Review. And companies regularly fail to recognize the value of individuals or roles until they’re gone.
Succession planning helps improve the situation. But the data most companies use to make decisions about development and succession is incomplete.
The missing piece is the organization’s networks. Networks show the hidden relationships within organizations and identify deeply trusted employees, subject matter experts, innovation leaders, effective implementers, and problem solvers. They show who is deeply trusted, who people go to for leadership, and who might shine on their performance reviews but can’t work well with others.
Knowledge of the information embedded in networks can help leaders identify high potentials more effectively, make better decisions about succession, and craft more accurate and effective development plans.
More: http://partneringresources.com/organizational-networks-and-talent/
Project Managers (PMs) are on the front lines of organization change. Yet the statistics on change are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there's room for improvement.
In this engaging, participatory session, participants learned about what it takes to become successful change leaders. Specifically, we discussed:
• The one method that makes a change initiative 10 times more likely to succeed.
• The six ways of creating change in organizations.
• How PMs can use the six way to help create change.
• How PMs can choose the best fit for their project.
This session was presented at the PMI Mass Bay Professional Development Day on May 5, 2012.
More: http://partneringresources.com/building-networks-to-support-change-leadership/
Sixty plus people convened on 10/25/2011at the Project Summit in Burlington, MA for a talk on how to be a successful change leader. Not only did we have a lot of fun (the people next door told us they could hear us laughing), we identified practical methods people can use to create change in organizations.
The techniques we discussed are based on Grenny, Maxfield, & Shimberg's excellent article, "How to Have Influence" in the Fall 2008 issue of MIT Sloan Management Review.
The session was led by Maya Townsend of Partnering Resources.
More: http://partneringresources.com/building-networks-to-support-change-leadership/
A model outlining components of successful project and strategy implementation. For a free execution capability assessment, go to http://www.partneringresources.com/articles/Tool_Execution_Capability_Assessment.aspx
Hidden Web: How Informal Networks Drive Project PerformanceMaya Townsend
These slides, from a May 11, 2010 presentation to the Project Management Institute Central Massachusetts Chapter, explain what PMs can do to boost project success rates through use of networks.
From the session description:
Influencing without authority is one of the hardest skills to acquire. Yet there is a powerful tool that can help PMs understand how to influence effectively. Underneath organization charts and process maps are hidden informal networks: the webs of relationships that underlie all organization activity. People activate these webs in order to solve problems, gain expertise, and innovate. For years, we have known that these networks exist, but haven't had the tools to leverage them properly. Today, thanks to advances in mathematics and technology, we now have the ability to scientifically identify, map, and analyze networks.
In this lively, interactive session, PMs will learn how to identify, nurture, and leverage these informal networks in order to boost project success rates. We'll look at the science underlying informal networks and influencing with authority. We'll review recent findings that show the connections between human network management and project performance. PMs will leave with a greater understanding of the practical steps they can take to use networks to improve project performance.
More: http://partneringresources.com/it-alignment-resources/
Influencing without authority is one of the hardest skills to acquire. Yet there is a powerful tool that can help PMs understand how to influence effectively. Underneath organization charts and process maps are hidden informal networks: the webs of relationships that underlie all organization activity. People activate these webs in order to solve problems, gain expertise, and innovate. For years, we have known that these networks exist, but haven’t had the tools to leverage them properly. Today, thanks to advances in mathematics and technology, we now have the ability to scientifically identify, map, and analyze networks.
In this lively, interactive session conducted in May 2010 at the Massachusetts Bay chapter of PMI, PMs learned how to identify, nurture, and leverage these informal networks in order to boost project success rates. We looked at the science underlying informal networks and influencing with authority. We reviewed recent findings that show the connections between human network management and project performance.
More at: http://partneringresources.com/organizational-networks-and-organization-performance/
and
http://partneringresources.com/it-alignment-resources/
Brief presentation outlining best practices in new hire on-boarding. Includes discussion of socialization and networks -- key elements of successful new hire integration processes.
More: http://partneringresources.com/organizational-networks-and-talent/
Leveraging Networks to Accelerate LearningMaya Townsend
To make the most of their learning initiatives, leaders must understand the power of informal workplace networks and know how to leverage them to drive organizational change.
More: http://partneringresources.com/making-organizational-networks-force-learning-innovation/
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
1. 2009 Midwest Forum on Talent Management Madison, Wisconsin September 25, 2009 Presenter: Maya Townsend, Founder Partnering Resources How Work Really Gets Done Leveraging Social Networks to Accelerate Change
4. What is a Network? Networks are about movement Computer networks move data from location to location Public transportation networks help people travel in cities The circulatory system carries oxygen and carbon dioxide to and from our cells
5. The Simplest Work Network Sam knows how to answer the question so Mary connects you to Sam Human networks are also all about movement: The movement of information You have a question You ask Mary at the next desk She doesn’t know the answer and calls Sam for advice Problem solved!
20. Higher Trust Organizations Earn Greater Returns for Shareholders Data: Watson Wyatt (2002): WorkUSA® 2002. Networks represent trust relationships Healthy networks have greater levels of trust
21. Information Sharing is Crucial for Growth Data: Cross, Martin, & Weiss, McKinsey Quarterly, 2006. “ Coordination across organizational lines is crucial for growth.” “ Our organization effectively shares knowledge across boundaries.” Percentage of executives in McKinsey poll responding positively to question.
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Editor's Notes
Why does this matter?
Ordinary organizational chart Example: Jane as a quality analyst
Maps work network: how do people actually get work done Lines represent frequency of relationship Jane has 10 connections
Organizational DNA
From Karen: “The first archetype, the Hub, is the most intuitive as in a hub and spoke system. This pattern rapidly disseminates information and centralizes work processes. Hubs can be highly social (although they don’t have to be) and know how to directly connect one on one with the most people. By force of habit, they are excellent multi-taskers and often connect people for the sheer joy of connecting.” Rob Cross: “More apt to be interested than interesting.” Centrality: “Extent to which a person is in the center of a network” (Ehrlich & Carboni (200x): “Inside Social Network Analysis”) To communicate a message to 500 employees, task Hubs with deploying the message
From Karen: “The second archetype, the Gatekeeper, pops up on critical pathways because it can either create or loosen bottlenecks. Gatekeepers live by the rule “less is more.” Very strategic, they make it their business to know the “right” people and only the “right” people. They are judicious, circumspect, and judgmental. In a healthy organization, they are extremely useful in making sure the right people are connected to move projects and objectives along.” To communicate a message to 500 employees, engage Gatekeepers to make sure the message gets through
Find only through algorithms – can’t see from the maps From Karen: “The third archetype, the Pulsetaker, is someone who is connected to almost everyone via indirect routes. This is the most abstract of the three positions. Pulsetakers are the Machiavellis of the world, behind-the-scenes, in-between, and unseen persons. They know how to get to the right people using indirect means. In this way, their influence is hard to detect and often overlooked.” Quality, not quanitity To communicate a message to 500 employees, check in with Pulsetakers after 3 months to confirm that the message travelled accurately and successfully. If you haven’t sent the message to them, but they get it, you’ll know it was successful
2002 Watson Wyatt study: Three-year TRS (total returns to shareholder) rates are significantly higher at companies with high trust levels. Good news: In companies with effective HR, employees are much more likely (62%) to have high trust levels than in companies without effective HR (8%).
Not just me as Expert Draw on our own network here: experts, improvement Pose questions generally