What Makes Leaders Out of Managers? Networking.
In the Harvard Business Review Special Issue for Fall 2022, Professor Herminia Ibarra from the London Business School and Mark Hunter from the Global Investigative Journalism Network have penned a guide to those wanting to learn the skill of networking as a leader. They point out that shifting to a leadership role will mean moving beyond functional tasks to a strategic perspective which will require a focus on relational rather than analytical skills.
They stress that networking is a skill that takes time and practice and is “less a matter of skill than of will.” They note the word “work” within “networking.” They understand that some people have a resistance to reliance on “whom you know” over “what you know” but they counter that networking is one of the most important tools of leadership and can be done ethically and authentically.
Specifically, they encourage leaders to develop three types of networks: the operational, the personal, and the strategic. They note that the networks can overlap but they have different purposes. An operational network is about getting work done efficiently and is usually internal to the organization and the members are mostly prescribed by the task and the organization. This requires developing strong working relationships. A personal network can provide important referrals, information and developmental support such as coaching and mentoring. It can also be a safe space for trying new ideas and personal development skills. A strategic network can launch a leader into a set of inside or outside relationships and resources that can leverage power to accomplish personal and organizational goals. This network can help one to broaden perspective, define challenges, and figure out future priorities.
The important thing is, they stress, to allocate the time and effort to build these relationships and networks. And to be patient as it takes time. “A network lives and thrives only when it is used,” they note.
“How Leaders Create and Use Networks”, Herminia Ibarra and Mark Hunter, HBR Special Issue, Fall 2022, page 91.
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