Building Your

People Network
JENNIFER K. STINE, PHD
 u Part 1: Why Networking
Matters & Barriers to
Networking
u Part 2: Mapping Your
Course Network
Overview u Part 3: Effective Networks
u Part 4: Advice for Building
and Maintaining Your
Network
PART 1:
Why Networking Matters &
Barriers to Networking
1) Reflect on how you feel about
networking.

2) Chat in with three words that

capture these feelings.
“ Building the right
relationships – networking –
is critical in business.”
HARVARD BUSINESS REVIEW, 2015

But why?
Today’s organizations are “flatter”
This creates challenges:
Interdependency
Managers dependent on others to get
things done, and others are dependent
on them.

+
Power Gaps
Managers do not have formal authority
over many, if not most of the people on
whom they are dependent.

Diversity of Interests
+ Differences exist between managers
and those upon whom they depend
(goals, values, work styles),
A good network:

u Keeps you informed

u Teaches you things
u Helps you be more innovative
u Gives you a sounding board
u Helps you get things done

And, you need it for career growth

“ Opportunities do not float
like clouds in the sky. They
are attached to people. ”
HARVARD BUSINESS REVIEW, 2015
People Networks

u Are developed over time

u Are based on relationships
u Need to be there before you really need them
u In organizations, may be stronger than formal
structures
1) Reflect on what you like least
about networking.

2) Chat in things that hold you back.

Misconceptions about networking

u “It’s a waste of time”

u “People are naturally good at it”
u “Relationships should form naturally”
u “It is self-serving or selfish”
u “I’ve got friends, I don’t need it”

Which of these is holding you back?

The Reality of Networking

u Networks are required for performance and growth

u It isn’t natural for many people: it can be learned, and
effort matters
u We need to create relationships with people we
need, not just those we like
u Networks are a means for reciprocity and giving back
u Learning from people with different information and
perspectives sparks new ideas and innovation
New Habits

Measure Small
Progress Steps

Use Fail &

Tools Learn
Still not
convinced?
There’s
science!...
New Habits

Measure Small
Progress Steps

Use Fail &

Tools Learn
Still not
convinced?
There’s
science!...
Fixed Mindset Growth Mindset
u I'm either good at it, or I'm not. u I can learn anything I want to.
u When I'm frustrated, I give up. u When I'm frustrated, I persevere.
u I don't like being challenged. u I want to challenge myself.
u When I fail, I'm no good. u When I fail, I learn.
u Tell me I'm smart. u Tell me I try hard.
u If you succeed, I feel threatened. u If you succeed, I am inspired.
u My abilities determine everything. u My effort and attitude determine
everything.

Carol Dweck,
Stanford
University
Quick Quiz #1

True or false: Networks are a source of innovation and

influence.

TRUE! Some of the benefits of a strong network are new information, and
support for your ideas and initiatives.
Quick Quiz #2

Which of the following are important for building new habits:

a) Taking lots of small steps
b) Being OK with failing at first
c) Using tools
d) Measuring progress
e) All of the above

e) All of the above. Networking is something that takes focus and practice.
PART 2:
Mapping Your Network
Communication Networks

u Can be formal:
Communication Networks

u Or informal:
Org Chart

u 10/5/2009
Example of a Social Network Map

http://www.accenture.com/NR/rdonlyres/5370D63D-E25A-4F67-A85D-94CF28842911/0/researchnote_227_ex3lg.gif
Who you talk to,
who you trust….

D. Krackhardt and J. Hanson, “Informal Networks: The Company Behind the Chart,” HBR 1993
 Three Networks You Need
Operational Personal/Developmental Strategic
Getting work done efficiently; Enhancing personal Figuring out future priorities and
maintaining the capacities and and professional development; challenges; getting stakeholder support
Purpose functions required of the group. providing referrals to useful for them.
information and contacts.

Contacts are mostly internal and Contacts are mostly external and Contacts are internal and external and
Location and oriented toward current demands. oriented toward current interests and oriented toward the future.
temporal
future potential interests.
orientation

Key contacts are relatively Key contacts are mostly Key contacts follow from the strategic
nondiscretionary; they are prescribed discretionary; it is not always clear context and the organizational
Players and mostly by the task and organizational who is relevant. environment, but specific membership is
recruitment structure, so it is very clear who is discretionary; it is not always clear who
relevant. is relevant.

Depth: building strong working Breadth: reaching out to contacts Leverage: creating inside-outside links.
Network attributes relationships. who can make referrals.
and key behaviors

Ibarra & Hunter, “How Leaders Create and Use Networks”

What does your network look like?

Strategic

Personal
(Developmental)

Operational
Questions About Your Network Map

u What does your analysis of your network tell you?

u Are there gaps or places you want to strengthen your
network?
u What specific actions might you take to strengthen
your network?

Reflect first, then chat in a

few actions you can take.
Quick Quiz #3

A strategic network is important for:

a) Understanding the technical aspects of your job
b) Understanding future priorities and gaining
stakeholder support
c) Emotional support
d) All of the above

b) Future priorities and stakeholder support. Technical information comes from

your operational network, and emotional support from your personal network.
Quick Quiz #4

True or false, a person can be in more than one of your

networks.

True, especially if you have known them for some time.

PART 3:
Effective Networks
What should your network
look like?
“ A network is a set of ongoing,
enduring relationships with those
whom you depend on and who
depend on you, based on a real
understanding of each other’s needs
and mutual dependencies. ”
HBR Guide to Networking
3 Qualities of Effective Relationships

u The degree to which two individuals work out mutual

expectations about performance, goals, priorities, and
roles.
u The degree of mutual trust that develops in a relationship,
the area it covers, and the extent to which it has been
tested.
u The degree to which individuals mutually influence each
other beyond what is normal in their roles.

Most working relationships are developed and stabilized in the first year on the job.
Network Shape Also Matters

Cohesive Network: Bridging Network:

u People are connected with one u Network contacts are not
another. connected to one another.
u Builds trust and mutual support, u You are the bridge, giving control
facilitating communication and over how and when you
coordination. communicate with them.
u Easer to coordinate u Give you access to novel
information.
Paul Revere and William Dawes
Effective Networks – In General

u Are “open and diverse”, not closed.

u Have a balance of deep relationships and
acquaintances.
u Tounderstand who should be in your network,
you need to understand:
u Your organization – how it works, who has influence
u Your work – what will make you successful? What are
your plans in a year? In three years.
Developing Your Network – Map #2
u Whose cooperation do I
need?
u Whose compliance do I
need?
u Whose opposition could
stop me from doing my
work?
u Who needs my
cooperation and
compliance?
Map #2, Part 2:
1. Evaluate how important the person is to your work.
2. Evaluate your relationship:
• What is your relationship like with him or her?
• Have you built a relationship in the first place? Do you need
to cultivate it? Do you need to repair or rebuild it?
3. Evaluate potential barriers:
• What are differences (goals, values, working styles) that
exist between you?
• Are there underlying factors (access to information,
authority) that may have created differences?
Quick Quiz #5

The difference between an ‘open network’ and a ‘closed network’

is:
a) Open networks mean that you are working on making more
contacts, and a closed is finished.
b) Open networks have higher levels of trust, and closed
networks provide more information.
c) In open networks, people are just connected to you, and in
closed networks they are connected to you and to each
other.

c) One characteristic of an open network is that people aren’t connected to each

other. They also provide more information.
PART 4:
Network Building Advice
Ways to Get Past Networking
Apprehensions:
u Focus on learning. Think of the growth it can bring. Get
curious or excited. Keep an open mind about
possibilities.
u Identify common interests. Do your goals align? Can
you research their interests in advance?
u Think broadly about what you can give. Information? A
sounding board? Gratitude? Recognition?
u Find a higher purpose, such as supporting your firm or
helping clients, rather than supporting your career.
Other Networking Hints
Mindset is everything!
u Share information If you are only driven by
u Support other’s causes your needs – what you
want – it will be
u Be a bridge and connect people (*but get obvious.
permission!) You need to give others
u Make human connections – thanks, something they need,
congratulations, sorry – whatever is which means
appropriate and genuine understanding their
goals, asking questions
u Provide support for a career transition about their goals and
u Help their family members with career interests, and finding
development out how you can help.
u Share vacation ideas And, always, it has to
be genuine.
Advice for Events

u Don’t care about first impressions. Looking and

sounding right is forgettable: be yourself.
u Stop networking: no one wants to have a networking
conversation. They want real conversations and real
relationships. Be authentic, genuine, and sincere.
u Don’t feel bad about stepping up to someone and
joining a conversation.
u Be efficient, focus on what is important.
Skills You Need To Master
#1: Introducing Yourself
u Put yourself in their shoes – if roles were reversed,
how would you feel?
u Practice opening lines – try them out, see if people
are interested or their eyes glaze over
u Make others feel heard, valued, respected – what
matters more than impressions is how you make
people feel
u Write things down – their background, interests.
Don’t trust your memory
Skills You Need To Master
#2: Remembering Names
u Commit to paying attention – often we forget because
we aren’t focusing on the name.
u Repeat the name testing recall during the conversation.
u Study and retest your recall.
u Use vivid imagery for example associating them with a
mental picture that provides a clue to the name.
u Plan ahead – before you go to an event, review the
names of people who will be there.
Skills You Need To Master
#3: Making Requests
u Consider what you want and why. The clearer you
can be about what you want, the easier it will be to
ask.
u Is it the right person and the right time?
u Ask short, to the point questions that are easy to
address or answer.
u Say ‘thank you’ and close the loop. Never
underestimate the power of gratitude.
Not an extrovert? Be an energizer!
u Actively engage in conversations – sit forward,
ask questions, don’t get distracted, be present.
u Do what you say you will – people invest more time
in their relationship with you if you follow through &
can be counted on.
u Be constructive – don’t shut down enthusiasm,
focus too soon on obstacles, or on your own
interests.
u When disagreeing, focus on issues, not
individuals – be careful to critique ideas, not the
people who suggest them.
What to do if you’ve lost touch…

u Acknowledge the lapse of time. Share a bit about

yourself to give rationale or context.
u Explain ‘why now’ – if you have an agenda, you need
to be transparent.
u Offer a ‘quid pro quo’ – send a follow up, make an
introduction
And remember…

u Knowing yourself, and using your strengths is the

key. Don’t try and be someone you are not.
u Treat others as they want to be treated, not as you
want to be treated.
u If you aren’t having fun, the other person probably
isn’t either.
Thank You!
https://www.linkedin.com/in/jenniferkstine/