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Value Based Networking: Beyond Politicking and Power Struggles

Guest post by: Jim Dryburgh

Article Overview: Value Based Networking is based on the concept that leaders must hone their networking skills to create a layer of personal contacts that provide the support, feedback, and resources needed to get things done. While most of the folks can see the incredible value, there are some who find networking one of the most dreaded developmental challenges.

Value Based Networking: Beyond Politicking and Power Struggles

Value Based Networking is based on the concept that leaders must hone their networking skills to create a layer of personal contacts that provide the support, feedback, and resources needed to get things done.

While most of the folks we talk to about this can see the incredible value - building your strategic network to enhance your own and your company's performance - there are some who find networking one of the most dreaded developmental challenges.

Their distress is understandable. Typically, managers rise through the ranks through a strong command of the technical elements of their jobs and a 24/7 focus on accomplishing their objectives. When challenged to move beyond their functional specialty and address the strategic issues facing the business, many managers don't get that this will involve relational-not analytical-tasks. Nor do they "get" that these relational interactions are not distractions from their "real work" but are actually at the heart of their new leadership role.

In addition, some of these same managers say that they find networking manipulative-at best, a disingenuous way of using people-at worst, a process tightly meshed with office politics and power struggles.

Humans are political by nature. In many respects, political activity is synonymous with influencing activity. Scholars such as Maslow and McClelland have demonstrated that we are hard wired to achieve, if only to put food on the table or to be accepted by supportive social groupings. This requires that we influence other people in some way.

For many, the difference between influence and politics is found in the underlying intent that motivates the action. In most cases the actions-and the skills-are identical.

If the intent is orientated to self-interest, lack of trust pervades and politicking escalates. When the motivation is to move the organization forward while recognizing personal interest, collaboration can flourish.

Value Based Networking's fundamental premise is that you provide value to others FIRST. The best networkers take every opportunity to give to their network.

That said, a network lives and thrives only when it is used. You must do something-anything-that gets the ball rolling and builds confidence that you do, in fact, have something to contribute. And, you must also be willing to accept help. The law of reciprocation says that when you do things of value for others they will want to return the favor-and you must let them.

If you are holding on to the belief that you don't "do" politics, you can create a blind spot that may prevent you from developing positive influencing skills and developing powerful networks.

Building a value based network is a matter of will. YOU must be willing to take the first step. Networking is also a skill, one that takes practice. We have seen people who work at networking learn not only how to do it well but also how to enjoy it. The trick is to get your mind around your intent and motivation and then determine what value you can bring to others.

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Article Tags: balance of life, coaching the workplace, employee onboarding, Jim Dryburgh, leader, management roles and responsibilities, networking, on boarding, onboarding process, value based networking, work life balance definition, work life programs
Referred by: http://www.MichelePW.com



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