Personal Networking

Networking Competency and Strategies

Outline

• Networks @ 3 Levels

• Personal networking and performance

• Methods for uncovering personal networks

• Summary

Levels of Networks

Personal Network Level

Organizational Network Level

Industry Network Level

-How can we

maximise the value of multi-sourcing?

How can we better share our knowledge across the

organisation?

Is my network helping me in building competence ?

One Minute Introduction to ONA Maps

• 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

Eg. Linda often asked for input

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!

Types of ONA Maps2 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?’

Personal Networking and Performance

What Does Your Personal Network Look Like?

• Egonets

• Skills

• ‘Star Performers’

Exercise #2 - Personal SNA Exercise

Take 2 minutes to identify the top 5 people you rely on for advice in performing your job effectively

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…

Your Networking “Personality”

• Networking Questionnaire Exercise

Quick Questionnaire – Part 1Select 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 authorityb. For the long-run implications

2. My strength lies in the fact that I have a knack for …a. Being easy goingb. Getting a point across clearly

3. In discussions among peers, I am probably seen as …a. An outspoken advocateb. 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 excitementb. Being in control of my own destiny

5. I believe that people get into more trouble by …a. Being unwilling to compromiseb. Not letting others know what they really think

Quick Questionnaire – Part 26. In a leadership role, I think my strength would lie in the fact that I …

a. Won people over to my viewsb. Kept everyone informed

7. As a member of a project team, I …a. Seek the advice of colleaguesb. Closely follow the mandate of the group

8. Others are likely to notice that I …a. Let well enough aloneb. Let people know what I think of them

9. In an emergency, I …a. Take the safe approachb. Am quite willing to help

10. I look to the future with …a. Unshakable resolveb. 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

Survey ScoringScoring Key

1 A2 B3 A4 A5 B6 B7 A8 B9 B

10 A

Relationship to Performance?

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

Personal Networking and Performance

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

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

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

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

1. Initiative: Blazing Trails in the Organisation’s White Spaces

2. Networking: Knowing who knows by plugging into the knowledge network

3. Self Management: Managing your whole life at work

4. Perspective: getting the big picture

5. Followership: Checking your ego at the door to lead in assists

6. Teamwork: Getting real about teams

7. Leadership: Doing small ‘L’ in a big ‘L’ world

8. Organistional Savvy: Using ‘street smarts’ in the Corporate Power Zone

9. Show & Tell: Persuading your audience with the right message

Kelley, R. (1998), “Star Performers: Nine Breakthrough Strategies That You Need to Succeed”, Random House

Star Performers

“Go to” people in the Sales NetworkPresident

Vice President

> $50mill deals

= High Value Nodes

New Leverage?

Who in the organisation has helped you win deals > $50mill.?

Indirect Methods for Uncovering Personal Networks

• CoP membership

• Discussion Group Mining

• E-Mail Mining

• Wiki Mining

• Web Mining

CoP Mining: Who should our knowledge brokers be?

Tracking Discussion

Activity over time

Quarter 1 Minerals Maintenance Improvement team initiate discussion group facility on BHP’s intranet

By quarter 2 discussions have evolved mainly with coal and some initial links to Minerals Supply.

By quarter 3 most of the minerals businesses and Copper have been engaged in the discussions

By quarter 4 activity has increased between the mineral’s businesses and the beginnings of contacts with Steel and Service Companies

By the 5th quarter the discussion group is in full swing with most business units engaged. The formation of the BHP global network occurred just prior to this quarter

In the 6th quarter, activity has dropped off marginally, but is still uniformly distributed amongst the business units

Quarter 7 is the busiest to date. Steel and service companies participation shows a notable increase

Quarter 8 shows a marginal drop-off in activity, Coal appeared less active but service companies and steel maintained their level of activity.

GMNFT

SC

Copper FM

Coal Petrol.

Steel

GMNFT

GMNFT GMNFT

GMNFT GMNFT

GMNFT GMNFT

SC

SC SC

SC SC

SC SC

Copper

Copper Copper

Copper

Copper

Copper Copper

FM

FM FM

FM

FM

FM FM

Coal

Coal Coal

Coal Coal

Coal

Coal

Petrol.

Petrol. Petrol.

Petrol. Petrol.

Petrol. Petrol.

Steel

Steel Steel

Steel Steel

Steel

Steel

CondorView – Dynamic e-mail mapping over time

E-Mail Mapping of your Social Network

Corporate Wiki Mapping

Atlassian

Corporate

Free mail

Public Sector

Wiki Editor Clubs?

Company

Vendor CEO

CIO

Board member

Telstra

Qantas

CBA

BHP Billiton

Westpac

CSC CEO

IBM CEO

KAZ CEO

EDS CEO

Web Mining: Australian IT Outsourcing Market

Vendor CEO

Client CIO

Client Board Member

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!

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.