How Leaders Create And Use Networks
How Leaders Create and Utilise Networks
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How Leaders Create and Use Networks ^ R0701C
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How Leaders Create and Use Networks ^ R0701C
- Item:
- #R0701C
- Weight:
- 1.00 LBS
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- Author:
- Herminia Ibarra
- Author:
- Marking Hunter
- Best Seller:
- FALSE
- Classic:
- Fake
- Copyright Perm Flag:
- Truthful
- Educator Message Flag:
- Simulated
- Exclusive:
- Simulated
- Format Type Filter:
- Hardcover/Hardcopy (B&West)
- Format Blazon Filter:
- Pages:
- 10
- Primary Category:
- HBR Article
- Publish Engagement:
- January 01, 2007
- Publish Engagement Range:
- Older than 24 months
- Related Topics:
- Professional networks
- Related Topics:
- Careers
- Related Topics:
- Leadership
- Special Value:
- False
- Subcategory:
- Leadership & Managing People
- Discipline:
- Leadership & Managing People
- SubjectList:
- Professional person networks,Careers,Leadership
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- Item:
- #R0701C
- Pages:
- 10
- Publication Date:
- January 01, 2007
Product Clarification
Publication Engagement: Jan 01, 2007
This article includes a one-page preview that rapidly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for farther reading.
Nearly people admit that networking is an essential activeness for an aggressive manager. Indeed, it's a requirement fifty-fifty for those focused simply on doing their current jobs well. For some, this is a distasteful reality. Working through networks, they believe, means relying on "who you know" rather than "what you know"--a hypocritical, perchance unethical, way to become things done. But fifty-fifty people who understand that networking is a legitimate and necessary function of their jobs can be discouraged by the payoff--because they are doing it in too limited a style. On the ground of a close report of 30 emerging leaders, the authors outline 3 distinct forms of networking. Operational networking is geared toward doing one'south assigned tasks more finer. It involves cultivating stronger relationships with colleagues whose membership in the network is clear; their roles define them as stakeholders. Personal networking engages kindred spirits from outside an organization in an individual'south efforts to learn and observe opportunities for personal advancement. Strategic networking puts the tools of networking in the service of business goals. At this level, a manager creates the kind of network that will help uncover and capitalize on new opportunities for the visitor. The ability to move to this level of networking turns out to be a cardinal examination of leadership. Companies ofttimes recognize that networks are valuable, and they create explicit programs to support them. But typically these programs facilitate just operational networking. Too, industry associations provide formal contexts for personal networking. The unfortunate effect is to give managers the impression that they know how to network and are doing so sufficiently. A sidebar notes the implication for companies' leadership development initiatives: that teaching strategic networking skills will serve their aspiring leaders and their concern goals well.
A sidebar notes the implication for companies' leadership evolution initiatives: that teaching strategic networking skills will serve their aspiring leaders and their business goals well.
Product #: R0701C
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How Leaders Create And Use Networks,
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