AN IDEAS INTO ACTION GUIDEBOOK
Leadership Networking
Connect, Collaborate, Create
IDEAS INTO ACTION GUIDEBOOKS
Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.
| LEAD CONTRIBUTORS | Curt Grayson |
| David Baldwin | |
| CONTRIBUTORS | Kate Beatty |
| Gene Klann | |
| Cynthia D. McCauley | |
| Eric Roth | |
| Cresencio Torres | |
| DIRECTOR OF PUBLICATIONS | Martin Wilcox |
| EDITOR | Peter Scisco |
| ASSOCIATE EDITOR | Karen Mayworth |
| WRITER | Rebecca Garau |
| DESIGN AND LAYOUT | Joanne Ferguson |
| CONTRIBUTING ARTISTS | Laura J. Gibson |
| Chris Wilson, 29 & Company |
Copyright © 2007 Center for Creative Leadership.
All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
CCL No. 433
ISBN No. 978-1-882197-97-2
CENTER FOR CREATIVE LEADERSHIP
AN IDEAS INTO ACTION GUIDEBOOK
Leadership Networking
Connect, Collaborate, Create
Curt Grayson and David Baldwin
THE IDEAS INTO ACTION GUIDEBOOK SERIES
This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today’s leadership and organizational challenges.
The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL’s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide. We think you will find the Ideas Into Action Guidebooks an important addition to your leadership toolkit.
Table of Contents
Six Requirements of Leadership Networking
Barriers to Building a Leadership Network
Strategies for Developing Your Leadership Network
Setting Goals and Taking Action
EXECUTIVE BRIEF
Networking is essential to effective leadership in today’s organizations. Leaders who are skilled networkers have access to people, information, and resources to help solve problems and create opportunities. Leaders who neglect their networks are missing out on a critical component of their role as leaders. This book will help leaders take a new view of networking and provide insight into how to enhance their networks and become effective at leadership networking.
Networking for Leaders
Welcome to the network! Were you aware that you’re already a member? A network is a set of connected relationships with people inside and outside your organization upon whom you depend to accomplish your work. Within your existing network, you share information, collaborate, and solve problems. Sometimes you pitch in or cover for each other, make referrals, endorse and support. Other times you push back or offer criticism. Within your network, there are differences of opinion, even cliques and conflict. From your current position, you influence and respond to the network.
Conventional wisdom often places networking in the context of looking for a new job, chatting at parties and events, or working in sales. The ability to network is useful in those situations, but it is in the day-to-day work of leading where networking becomes an essential and indispensable skill. Leadership networking is not about collecting business cards or schmoozing. Leadership networking is about building relationships and making alliances in service of others—customers, clients, constituents, peers, bosses, and employees—and in service of the organization’s work and goals. A robust leadership network helps provide access to people, information, and resources. Leaders can use those connections to solve problems and create opportunities.
Intentionally developing, maintaining, and using contacts and alliances are at the heart of leadership networking. Managers who develop their skill at these tasks build relationships throughout the organization and expand their pool of resources to include people and organizations