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Personal Networking

Personal Networking. Networking Competency and Strategies. Outline. Networks @ 3 Levels Personal networking and performance Methods for uncovering personal networks Summary. How can we maximise the value of multi-sourcing?. -. Industry Network Level.

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Personal Networking

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  1. Personal Networking Networking Competency and Strategies

  2. Outline • Networks @ 3 Levels • Personal networking and performance • Methods for uncovering personal networks • Summary

  3. How can we maximise the value of multi-sourcing? - Industry Network Level How can we better share our knowledge across the organisation? Organizational Network Level Is my network helping me in building competence ? Today's Focus Personal Network Level Levels of Networks

  4. One Minute Introduction to ONA Maps Eg. Linda often asked for input • Individuals are represented as circles (nodes) • An arrow pointing from one individual to another indicate the direction of the relationship • Colour or shape of node can represent organisational belonging, geography or other relevant attribute

  5. Identify Unofficial Organizational Roles • Central connector • ‘Go-to’ people • Boundary spanner • Bridging networks • Information broker • Moves knowledge around • Peripheral specialist • Outside the network …and the unintended consequences of assigning some types of role!

  6. Types of ONA Maps 2 key types of ONA maps: • Ego-nets • Mapping of individuals’ relationships • For example • ‘Who do you ask for advice’ • ‘Who do you go for information?’ • Affinity maps • Mapping of links based on a shared attribute • For example • ‘Who is a member of the local golf club?’ • ‘What are your professional interests?’

  7. Personal Networking and Performance What Does Your Personal Network Look Like? • Egonets • Skills • ‘Star Performers’

  8. Exercise #2 - Personal SNA Exercise Take 2 minutes to identify the top 5 people you rely on for advice in performing your job effectively

  9. Exercise #2 - Personal SNA Exercise • What proportion are “inside” your (local) department? • What proportion “outside” your firm? • What proportion are in other cities of countries? • How many nominated your direct manager? • What proportion are “friends” in a social context? • How aligned is your network with your job requirements? • How much time do you actually spend with them? Hunter, gatherer, organiser, cook, consumer…

  10. Your Networking “Personality” • Networking Questionnaire Exercise

  11. Quick Questionnaire – Part 1 • Select the statements which you agree with the most. • 1. When evaluating opportunities, I am likely to look… • a. For a chance to be in a position of authority • b. For the long-run implications • 2. My strength lies in the fact that I have a knack for … • a. Being easy going • b. Getting a point across clearly • 3. In discussions among peers, I am probably seen as … • a. An outspoken advocate • b. Motivating people to my views • 4. In evaluating my aims in my career, I probably put more emphasis on … • a. My ability to create an aura of excitement • b. Being in control of my own destiny • 5. I believe that people get into more trouble by … • a. Being unwilling to compromise • b. Not letting others know what they really think

  12. Quick Questionnaire – Part 2 • 6. In a leadership role, I think my strength would lie in the fact that I … • a. Won people over to my views • b. Kept everyone informed • 7. As a member of a project team, I … • a. Seek the advice of colleagues • b. Closely follow the mandate of the group • 8. Others are likely to notice that I … • a. Let well enough alone • b. Let people know what I think of them • 9. In an emergency, I … • a. Take the safe approach • b. Am quite willing to help • 10. I look to the future with … • a. Unshakable resolve • b. A willingness to let others give me a hand Source: Burt, R., Jannotta, J. and Mahoney, J.(1998), “Personality correlates of structural holes”, Social Networks 20, pp. 63-87

  13. Survey Scoring Scoring Key 1 A 2 B 3 A 4 A 5 B 6 B 7 A 8 B 9 B 10 A

  14. Relationship to Performance? Burt, R., Jannotta, J. and Mahoney, J.(1998), “Personality correlates of structural holes”, Social Networks 20, pp. 63-87

  15. Personal Networking and Performance Burt, R. (2005), Brokerage and Closure: An Introduction to Social Capital, Oxford University Press.

  16. Strategies and Efficiencies in Social Networks – Empirical Study • Exploration strategies best early in career • Exploitation strategies best for mature workers • More frequent, shorter messages are associated with higher output! Bulkley, Nathaniel and Van Alstyne, Marshall W., "An Empirical Analysis of Strategies and Efficiencies in Social Networks" (February 2006). Available at SSRN: http://ssrn.com/abstract=887406

  17. Personal Centrality Attributes? • Advice Networks • Positives: Education, Activeness, Sex similarity, Hedonism, Tradition similarity • Negatives: Neuroticism, Race • Friendship Networks • Positives: Education, Sex, Activeness, Agreeableness, Hedonism • Negatives: Neuroticism, Openness to experience • Adversarial Networks • Positives: Extraversion, Neuroticism, Openness to experience • Negatives: Education, Agreeableness, Tradition similarity Klein, K, Lim, B etal., (2004) “How Do They Get There? An Examination of the Antecedents of Centrality in Team Networks”, Academy of Management Journal, Vol. 47, No. 6, pp.952-963

  18. Energy in Networks • Energizers inspire innovation, participation, commitment • But de-energizers can have have a bigger impact on networks than energizers! Rob Cross: https://webapp.comm.virginia.edu/NetworkRoundtable/Home/tabid/1/Default.aspx

  19. Star Performers • Initiative: Blazing Trails in the Organisation’s White Spaces • Networking: Knowing who knows by plugging into the knowledge network • Self Management: Managing your whole life at work • Perspective: getting the big picture • Followership: Checking your ego at the door to lead in assists • Teamwork: Getting real about teams • Leadership: Doing small ‘L’ in a big ‘L’ world • Organistional Savvy: Using ‘street smarts’ in the Corporate Power Zone • Show & Tell: Persuading your audience with the right message Kelley, R. (1998), “Star Performers: Nine Breakthrough Strategies That You Need to Succeed”, Random House

  20. “Go to” people in the Sales Network Who in the organisation has helped you win deals > $50mill.? President Vice President > $50mill deals New Leverage? = High Value Nodes

  21. Indirect Methods for Uncovering Personal Networks • CoP membership • Discussion Group Mining • E-Mail Mining • Wiki Mining • Web Mining

  22. CoP Mining: Who should our knowledge brokers be?

  23. Tracking Discussion Activity over time

  24. E-Mail Mapping of your Social Network CondorView – Dynamic e-mail mapping over time

  25. Corporate Wiki Mapping Wiki Editor Clubs? Atlassian Corporate Free mail Public Sector

  26. Web Mining: Australian IT Outsourcing Market Company Vendor CEO BHP Billiton CIO CBA CSC CEO Board member Qantas Westpac KAZ CEO IBM CEO EDS CEO Telstra

  27. Vendor CEO Client CIO Client Board Member

  28. Personal Networking Tips • Don’t be neurotic! • Have something unique to offer • Be an energiser (not a de-energiser) • Remember reciprocity, pay later is ok • Aim to fill the white-space i.e. become a broker • “Manage” your network • Be a “star performer”, it can be learnt!

  29. Questions? Feel free to contact me on: • Email: llocklee@optimice.com.au • Mobile: 0407 001 628 • Visit www.optimice.com.au for papers • Visit www.onasurveys.com to collect data for ONA.

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