Materiabiz.com? It is no surprise to anyone that contacts are necessary to progress in the business world. And, however, even though they know, many prominent talent executives remain stagnant in positions of middle managers by their inability to form a network of contacts (a network) to advance his career.
Herminia Ibarra, Professor of organizational behavior of the INSEAD business school, fail to form a network is a very serious strategic error that usually assign the fate of a profession.
However, the problem is not always the lack of connections. In fact, many spend great time and effort to the task of building his contacts, made by networking. But they forge the wrong contacts.
Consider this a little closer. According to the expert of INSEAD, there are three types of networking:
1 Network operating
These are the relationships that managers need to do their daily work, is the suppliers with which it deals or his team mates. Anyone working in an organization has an operating network.
2 Personal Network
When you work 60 hours per week, certainly not spare you time (or desire) to meet with his former teammates from University or other social activities. Serious error. The personal network is the best place to redirect his career. University fellow, for example, not connected with their daily work. Then, they can give you access to circles with completely different job opportunities.
3. Strategic Network
Now, however, said Ibarra, if an executive wants to be a business leader, focus on the formation of a strategic network. This is the most difficult task (though also the most profitable). Try to interact with executives who are above you in your company, your industry and other industries.
The goal: access to best practices, learn new approaches and have a larger picture of the business universe. These experiences will serve to convince the shareholders that you are the person for the post of CEO.
However, these tips are not very innovative indeed. Most of the executives are aware of the need for contacts to access to positions of greater responsibility. However, Ibarra, most fails because it concentrates too much in the daily work.
The problem I have those managers who are horrified at the need to delegate tasks. If you intend to have it all under their direct control, it will certainly make a good job, but it will lack the time needed to build contacts that will allow you to move forward in his career.
To reach the top of the organization there must be a transubstantiation since the figure of the Manager to the leader. For this reason, perhaps the famous maxim of the expert in leadership, Paul Birch is very successful: “managers focus on the task, leaders are concerned about people”. Take this into account when allocating his time in Office.