Network Challenges Throughout A Leader's Career
•
4 recomendaciones•495 vistas
My presentation from the 2013 Network Roundtable conference with Activate Network . It is about the common network derailment patterns observed in leaders as they move up the organizational hiearchy.
Recomendados
Recomendados
Más contenido relacionado
Destacado
Similar a Network Challenges Throughout A Leader's Career
Similar a Network Challenges Throughout A Leader's Career (20)
Último
Último (20)
Network Challenges Throughout A Leader's Career
- 1. NETWORK CHALLENGES THROUGHOUT A LEADER’S CAREER PHIL WILLBURN (@pwillburn) FACULTY, NETWORK SCIENTIST CENTER FOR CREATIVE LEADERSHIP THE NETWORK ROUNDTABLE CONFERENCE APRIL 2-3, 2013
- 3. Place holder for flat land picture @pwillburn
- 4. Place holder for vertical picture @pwillburn
- 5. Leadership at all levels Leading Leading Leading Leading Leading the the Self Others Managers Function Organization Individual Leaders of Leaders of Leaders of Leaders of the contributors, individual managers functions or enterprise professional contributors and/or senior divisions staff and professional emerging staff leaders @pwillburn
- 6. @pwillburn
- 7. Derailment @pwillburn
- 8. Problems that Stall a Career 1. Problems With Interpersonal Relationships 2. Difficulty Building And Leading A Team 3. Difficulty Changing Or Adapting 4. Failure To Meet Business Objectives 5. Too Narrow Functional Orientation @pwillburn
- 9. Network Derailment Framework 4 key leadership transitions Predictable Network (re)Actions Network Derailment Patterns @pwillburn
- 10. LEADING LEADING LEADING LEADING THE LEADING THE SELF OTHERS MANAGERS FUNCTION ORGANIZATION FIRST-LINE MIDDLE SUPERVISOR MANAGER HIGH-POTENTIAL EXECUTIVE LEADER Network Derailment Patterns @pwillburn
- 11. Network Challenges Throughout A Leader’s Career Predictable Network (re)Actions and Network Derailment Patterns © 2013 Center for Creative Leadership. All rights reserved. @pwillburn
- 12. LEADING SELF LEADING OTHERS FIRST-LINE SUPERVISOR @pwillburn
- 13. LEADING OTHERS LEADING MANAGERS HIGH-POTENTIAL LEADER @pwillburn
- 14. Matt & Eric Matt Eric @pwillburn
- 15. Matt & Eric Matt Eric @pwillburn
- 16. LEADING MANAGERS LEADING THE FUNCTION MIDDLE MANAGER @pwillburn
- 17. Sue & Sarah Relationships Type Sue Sarah 34.4% Brings New Perspective to Work 12.5% 0.0% Confidante 4.7% 0.0% 17.9% Connection to the Top 3.1% 1.8% Ethical Wise Mentors 3.1% 3.6% Strategic General Career Advice 1.6% 3.6% Industry Insiders - Trends 6.3% 3.6% Political Coverage or Insight 3.1% 0.0% Sue Sarah 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% 51.8% Business Partners 6.3% 28.6% Go to People - Get stuff done 1.6% 5.4% Technical Expertise 1.6% 1.8% 17.2% Operational Mentee 1.6% 0.0% Keep out of Trouble 0.0% 7.1% Manager 0.0% 1.8% Sue Sarah 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% 39.1% Friends for Hobbies 4.7% 0.0% 23.2% Good for a Laugh 3.1% 0.0% Quick Break Friend 1.6% 3.6% Personal Personal Cheerleaders 3.1% 0.0% Safety Blanket - Emergency Support 1.6% 1.8% Ultimate Trusted Partner 6.3% 0.0% Sue Sarah 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%@pwillburn 1.8% 7.1%
- 18. LEADING THE FUNCTION LEADING THE ORGANIZATION EXECUTIVE @pwillburn
- 19. Interact! @pwillburn
- 20. Discussion Question As you were listening to the Network Derailment Framework, what resonated with your own career experience or things you’ve observed in other leaders’ careers? @pwillburn
- 21. First-line Supervisor Transitioning Relationships 6 Tactics for Transitioning relationships 1. Actively monitor your relationships 2. Start providing feedback from the data you’ve gathered (SBI) 3. Start actively asking for Feedforward/Feedback 4. Regularly discuss the team’s goals/objectives 5. Branch out with new relationships – even if they violate group norms 6. Delegate as soon as possible @pwillburn
- 22. High-Potential Leader Strengthen Relationships 6 Tactics for Strengthen Relationships 1. Increase the number of different topics you discuss 2. Decrease the number of projects and relationships you manage 3. Gradual Self-Disclosure (family, hobbies, interests, fears, goals) 4. Bond through adversity, adventure, and/or exercise 5. Reciprocate + 1 6. Go out of your way for someone @pwillburn
- 23. Middle Manager Create Strategic Relationships 6 Tactics for Creating Strategic Relationships 1. Reach out to colleagues in the same roll 2. Ask for business advice 3. Ask for career advice 4. Introduce two people you want to meet 5. Help a contact get a job inside your organization 6. Delegate more operations to your employees @pwillburn
- 24. Executives Un-Insulate Network 6 Tactics for Un-Insulating Your Network 1. 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 assisstant 6. Introduce two executives at the same level who do not know each other. @pwillburn
- 25. Call to Action
- 26. Jack Sheppard John Locke Hurley Lost relationships based on co-presence in flashbacks, through season 4
- 27. Severus Snape Rubeus Hagrid Harry Potter Harry Potter and the Sorcerer’s Stone: Communication Network
- 28. Caius Cassius Brutus Mark Antony
- 29. Downton Abbey Season 1
- 30. NETWORK CHALLENGES THROUGHOUT A LEADER’S CAREER PHIL WILLBURN willburnp@ccl.org @pwillburn
Notas del editor
- Strategic networking is time consuming which is why they don’t do it
- F 47 Division Manager 412 21 5% F 34 Program Manager 275 39 14%
- Most executives do not know who they want to meet
- Strengthen relationships enough to leverage - Increase the number of topics you discuss – Diversity Bandwidth Theory – Sinan AralDecrease the number of projects and relationships - Diversity Bandwidth Theory – Sinan AralSelf Disclose – site friendship study – Bond through adversity and/or adventureReciprocate + 1 – Bob Chalindi – give what you want to receive – lend a staff member to a colleague who needs help – you’ll get his/her helpGo out of your way for someone – Seth Godin’s approach to defining real relationships
- Thus strategic networking plugs the aspiring leader into a set of relationships and information sources that collectively embody the power to achieve personal and organizational goals. Recruiting stakeholders, lining up allies and sympathizers, diagnosing the political landscape, and brokering conversations among unconnected parties are all part of a leader’s jobIbarra & Hunter HBRReach out to colleagues in the same roll in a different function or business unit – try to make friendsAsk for advice on the business: target people who are good a stuff that you’re notAsk for career advice: especially from people who are in the position you want to get intoIntroduce two people you want to meetHelp a contact get a job inside your organizationDelegate more operations to your employees
- Spend time at a start-up within your business sector. Consider why incumbents rarely lead the way in new products and services.Attend a conference you have never before attended. Meet at least three new people. Follow up with them afterward.Start a LinkedIn or Facebook group. Be the connector for this group of people.Spend a day with a millennial in your company. Learn more about how he or she uses social media. Get in touch with a venture capitalist. Find out how he or she thinks about leadership and innovation. Teach a course at a university or local college. Learn from your students.Be a guest speaker at a local or national event. Use it to build or strengthen your brand around a particular area of expertise.Go to lunch with a peer from a competing company. Learn more about your market value.Start a blog. Find out who reads it and how far it travels.Take advantage of your next business trip to reconnect with someone with whom you've lost touch. Have them help you connect with someone new.
- So how did you identify these people as leaders …?Most people say because they are in the middle, they are most central, or have the largest number of connections … but how can we determine their effectiveness … centrality does not show that you are effective, actually often being central diminishes your effectivenessThink about 911 – most people believe in fact KSM was the mastermind behind the attacks (not Bin Laden, which we got this year). In Lost, Hurley may be the most central, but how effective was he at getting people aligned and motivated during the first 4 seasons (a significant improvement in the last two)Lastly, yes Harry is in the middle, the book is about him so that makes, sense, one critical person who does not show up on the centrality ratings here is dumbledoor, which most would agree to be one of the masterminds – leaders, behind the thrown To get a better understanding of how effective leaders are in their networks we have to look at their individual networks and their networking behaviors
- 1953 Julius Ceasar with Marlon Bandro as Marc AntonyJames Mason as Brutus Louis Calhern as CeasarJohn Gielgud as Cassius