Creating a Fabric of Personal Contacts Who Will Provide Support - Case Study Example

Networking: Student Name: Name of institution: Lecture; Date: Introduction Networking is a process that builds professional relationships that can be leveraged in achieving personal and professional goals. Organizations nowadays demand leaders that are adept at developing networks of trust and mutual assistance. In fact, the process of forming networks defines the process of transitioning from functional management to being a strategic leader. In this essay, the concept of networking is introduced and several definitions presented to promote an understanding of the term. Secondly, the essay deals with the three types of strategic relationships with a focus on where they fit in the process of transitioning from operational managers to business leaders. What is networking? Networking can be described as the activity of building, reinforcing and maintaining professional relationships based on trust with a focus on furthering professional goals. Ibarra and Hunter (2007) define networking as the process of creating and retaining a group of associates, friends and acquaintances for mutual benefit. It also refers to a group of associates who are capable of helping an individual in given situations. The outcome of networking is a mesh of interconnected contacts that can be called on when feedback, support, insight, information and resources are needed (Ibarra and Hunter 2007). Networking aims to come up with a group of trustworthy relationships that go beyond the ordinary proffessional relationships. In many dealings, trust can earn a person preferential treatment. Thus, knowing a person directly or indirectly in your professional circle is of great benefit (Ibarra and Hunter 2007). Strong network are crucial for gaining trust from people who you might encounter professionally. What counts is not who you know, or who knows you, but who knows you as a trustworthy person. Types of networks and leader transition According to Ibarra and Hunter (2007), there are three types of internetworking employed by leaders in organizations. Operational, personal and strategic networking form the three vital forms of networking that are vital for a leader’s transition. Operational networking comes in handy in managing current internal responsibilities. On the other hand, personal networking is essential for the professional development process. Professional networking allows the leader gain insight and knowledge that help in establishing new business directions and engaging stakeholders (Zaheer, Gulati and Nohria, 2000). Unfortunately, many mangers utilize professional and personal networking but ignore strategic networking. Operational networking Operational networking is defined as networking focused on the efficiency of everyday work. It aims to maintain the functions and the capacities required of the group. In operational networking most contacts are internal and the network orients towards current demand (Casciaro and Lobo 2005). Contacts for operational relationships are prescribed by the organizational structure and the task. Operational relationship is more effective when depth of the relationship is the focus. Good management at the operational level is dependent on strong working relationships with many stakeholders. Operational networks range from relationships with superiors to reports and peers (Ibarra and Hunter 2007).Other important relationships include networks of distributors, suppliers and customers. Operational relationships aim to accomplish immediate task through cooperation and coordination with involved parties (Ibarra and Hunter 2007). While operational networking is not always easy, it provides a focus on task and a very clear criterion for member inclusion in the group. Even though identifying members of an operational network is straight forward, some managers encounter some blind spots. Some managers cannot figure out who to include in their network regarding some issues. One of greatest problems of operational networks is that they are focused on meeting immediate objectives and have no strategic concern. Managers are not also free to choose to assemble the operational network as the relationships are determined by the task and organizational structure (Ibarra and Hunter 2007). Routine and short demands determine determine the operational network that will occur within an organization (Casciaro and Lobo 2005). Most operational contacts are internal and outside relationships with customers, bound members or regulators are controlled by demand. However, higher levels managers have a higher discretion as to the depth of ties and who to include in operational networks. Mutual trust and rapport are the main drivers of operational relationships. Unfortunately the limitation on membership means operational relationships can only deliver value for the task at hand. Leadership makes it imperative for managers to reorient their networks more externally and more future focused. Unfortunately, most managers are still prioritizing the building and maintainace of networks focused on routine tasks (Ibarra and Hunter 2007). This is against a background of organizations that face a more uncertain future than ever before. Personal Networks Personal networks are networks whose aim is to develop personally and professionally. Personal networks provide referrals that can enable a leader’s access useful contacts and information (Ibarra and Hunter 2007). Most of the contacts in personal networks are external and the relationships are oriented towards potential future dealings. Contacts for this type of network are at the discretion of the leaders who is not sure who is relevant for inclusion in the network (Casciaro and Lobo 2005). The most important concern of personal networks is the breadth of the network; the number of contacts who can make referrals. Some leaders in organizations are now aware that internal focus cannot help organizations in an uncertain environment. With operational networks being of little value beyond one’s professional domain, personal networks become necessary in the organizations (Ibarra and Hunter 2007). A contemporary leader needs to form networks with members of alumni groups, professional associations, clubs and community interest groups to gain new perspectives that are crucial for their career advancement. However, the usefulness of personal network to work has been questioned. Many managers do not understand the value of personal contact to their career development. The benefit of widening one’s circle of personal contacts is that they provide important referral and information. They can also mentor and coach a leader as they assume more challenging leadership responsibilities (Zaheer, Gulati and Nohria, 2000). Personal networking act as a foundation for strategic networking as the people encountered here can be of future benefit in strategic networks. With a good personal network a manager can seek insights into solutions from his network safely (Ibarra and Hunter 2007). Mangers that do not have personal contacts remain reliant on their own technical expertise to solve organizational problems. Many of the contacts in a personal network are people with whom the leader has discretionary ties with because of common interests. Personal networks have immense potential to deliver value to the leader through referrals. According to Ibarra and Hunter (2007), the value of personal contacts is attached to their potential to deliver in as few connections as possible. Personal contacts allow managers to widen their personal development space. In the views Ibarra and Hunter (2007), this is an important step in eliminating the intense internal focus that characterize many management networks in organizations. However, personal contacts are not critical for the transition from functional management to leadership. While personal ties awaken new interests when not properly harnessed they are of little benefit to the organization. Managers may spend valuable time building and maintaining professional relationships but they are of little value if they do not bear on the organization's strategy. Strategic Networks These are networks that are focused on the future challenges and priorities of the organizations. A Leaders' aim in building professional relationships is to obtain support from stakeholders in realizing personal goals. Strategic networks draw members from internal and external sources but the links are oriented to the future (Zaheer, Gulati and Nohria, 2000). The sources of membership are organizational environments and strategic contexts. The most important concern for strategic contacts is the ability to leverage the contacts in strategic decision making. Managers who are transitioning to leaders have to start being concerned with broad strategic issues. These issues demand lateral and vertical relationships with people who are not under the leader’s immediate control (Zaheer, Gulati and Nohria, 2000). Managers have to figure out the contribution of each member of the network to the broad strategic picture. In strategic networks the leaders is connected with individuals who can assist him/her achieve their organizational and personal goals. Strategic network assist leaders to shift their focus from functional objectives and instead focus on strategic goals. In a strategic network, members sell ideas and compete for resource with peers. According to Ibarra and Hunter (2007), a strategic network is crucial in noticing changing priorities in the wider market. Many managers without strategic networks may be accused of lacking strategic perspective as their networks fail to provide insight into the many strategic issues that face organizations. Conclusion Networking is an important skill for a leader at any level of the organization and plays a profound role in the leaders’ effectiveness. Operational networks establish relationships that enable cooperation in completing everyday tasks. On the other hand, personal networks provide valuable referrals that can enable a leader achieve personal and professional goals. However, strategic networks are the most important as they offer leaders insight into the broad strategic issues that underline the future success of the organization. For example, a strategic network can make a manager aware of shifts in the external environment that affect their ability to achieve strategic goals. References Casciaro, T., & Lobo, M. S. (2005). Competent jerks, lovable fools, and the formation of social networks. Harvard Business Review, 83(6), 92-99. Ibarra, H., & Hunter, M. (2007). How leaders create and use networks.Harvard business review, 85(1), 40. Zaheer, A., Gulati, R., &Nohria, N. (2000). Strategic networks. Strategic management journal, 21(3), 203. Read More