strategic networking – developing your plan · strategic networking – developing your plan ....

Susan KayTop Flight

March 21 2018

Strategic Networking – Developing Your Plan

Purpose of session

• Agreed plan for developing and cultivating your strategic network

• Surface some of our self talk

• Practice a career conversation with a key stakeholder

• Commit to actions!

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DESTINY

‘The events that will necessarily happen to a particular person or thing in the future.’

Origin: from latin destinata ‘make firm, establish’

Source: Oxford Dictionary

Networking

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The logical ‘case’ for networking

Networking is a necessity and leads to:-• More job and business opportunities• Broader and deeper knowledge• Improved capacity to innovate• Faster advancement• Greater status and advancement

Building and nurturing professional relationships also:-• Improves the quality of work• Increases job satisfaction

Source: Harvard Business Review May 2016

Self Talk …..

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Your emotional reactions and ‘Self Talk’

Your emotional reactions and ‘Self Talk’

Self-Image CONTROLS

Performance REINFORCES

Self TalkSTIMULATES

Self Talk can reflect our different ego states

P

A

C

PARENT EGO STATEBehaviours, thoughts and feelings copied from parents or parent figures

ADULT EGO STATEBehaviours, thoughts and feelings which are direct responses to the here and now

CHILD EGO STATEBehaviours, thoughts and feelings replayed from childhood

Source: Eric Berne Transactional Analysis (1950)

Exercise 1: Self Talk

• In relation to “Networking” note down some of the recent “self talk” you have had

• Note: what has some of your “self talk” / reaction been during this session?

Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALK

Networking I shouldn’t have to “schmooze” to get ahead. I hate playing that game or going to functions where everyone is working the room.

Self Talk can reflect our different ego states

P

A

C

PARENT EGO STATEBehaviours, thoughts and feelings copied from parents or parent figures

ADULT EGO STATEBehaviours, thoughts and feelings which are direct responses to the here and now

CHILD EGO STATEBehaviours, thoughts and feelings replayed from childhood

Source: Eric Berne Transactional Analysis (1950)

Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALK REFRAMED SELF TALK

Networking I shouldn’t have to “schmooze” to get ahead. I hate playing that game or going to functions where everyone is working the room.

• In a volatile, complex, ambiguous, & changing world, good networks provide me with information about global issues, Board risks and challenges, strategies, priorities and organisational context.

• Is useful for seeking best practice or the worlds latest best thinking, understanding how to get things done,present my team’s ideas and add value to the business

• Networking and relationship building is helpful in ensuring that I and my team are known.

Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALKPolitics Board/CEO should eliminate the

politics that pollute this place.

Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALK REFRAMED SELF TALKPolitics Board/CEO should eliminate the

politics that pollute this place. • Political behaviour exists in all

organisations. • My goal is to use high integrity

political astuteness to help my company, my team and myselfdeliver results.

• I can align with other ethical people to create the critical mass of high-integrity political leaders we need.

Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALKPromote yourself with integrity

• My results should speak for themselves and should be enough for me to get ahead in my career.

• I shouldn’t have to self promote or talk about my group’s/team’s accomplishments.

Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALK REFRAMED SELF TALKPromote yourself with integrity

• My results should speak for themselves and should be enough for me to get ahead in my career.

• I shouldn’t have to self promote or talk about my group’s/team’s accomplishments.

• Boards/Execs are extremely busy. There is a chance they wont always know what I’ve done or how impressively I have done it. They might not be aware of the broader implication of my teams success.

• Some day Board/Execs might be making a career call on me and I want them to make an informed decision.

Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALKPower Image I’m not interested in

manoeuvring for more power since it is corrupt

Self Talk – Reframing examplesTOPIC NEGATIVE SELF TALK REFRAMED SELF TALKPower Image I’m not interested in

manoeuvring for more power since it is corrupt

• Power is a force for good. I need to understand power dynamics and positioning so that I can obtain resources for my team and help good ideas come to fruition.

• My people depend on me to protect them and ensure we have sufficient power to do great things for the company.

Effective networking

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Networks

Operational

• People you need to accomplish your assigned, routine tasks

Personal

• Kindred spirits outside your organisationwho can help you with personal advancement

Strategic *

• People outside your control who will enable you to reach key organisationalobjectives

* You need all 3 types of networks BUT to REALLY succeed you must master strategic networking to open your eyes to new business opportunities.

Framing and focusing Networking can make it more authentic and enjoyable – “connecting and relating”…..

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• Choose my mindset (7 performance persona)

• Finding my ‘voice’ for a higher purpose• Framing networking in these terms

• Choose my mindset (7 performance persona)• Giving to others or cause• Networking seems less ‘self promotional’ and

more selfless

• Choose my mindset (7 performance persona) • How interests and goals align with people I

meet• Feels more ‘authentic’ and meaningful

• Choose my mindset (7 performance persona)

• Discovery & learning• Curiosity & Intellectual stimulation• Insight & Ideas for practical application

Focus on Learning

Common Interests

Higher Purpose

What you can

‘give’

Exercise 2: Strategic Network exercise

• Document your current strategic network

Exercise 2: Strategic Network exercise

• Document your current strategic network

• Document your ‘developmental actions’ with regards to either:-

• Developing your strategic network or• Leveraging your strategic network

Career Conversation Practise

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Exercise 3: Stakeholder Exercise

• Plan and rehearse a conversation with a key stakeholder regarding your career

• Working in pairs (person A & B)• Person B acts as the stakeholder to Person A• Person A acts as the stakeholder to Person B• Provide some colour regarding your stakeholder’s personality and style• Stakeholders adopt personality and style in the practise

Exercise debrief • Reflections

• What was easy/difficult?

• Who spoke most?

• What key messages or thoughts got left out of the conversation? (mind and emotion)

• What did you say or do instead of communicating these messages? (behaviour and competence)

• How do you think this impacts others and you? (others and self the impact)

Leadership Conversations

Point of View

ReasoningInquiry

Listening

Source: Adapted from Cambridge Leadership Group

Outcome / PurposeAgree to ……….Agree actions to …….

Leadership Conversations

Point of View

ReasoningInquiry

Listening

P.O.V (State your view)I think…I believe…The real issue is…The pattern I am noticing is

Source: Adapted from Cambridge Leadership Group

Outcome / PurposeAgree to ……….Agree actions to …….

Leadership Conversations

Point of View

ReasoningInquiry

Listening

P.O.V (State your view)I think…I believe…The real issue is…The pattern I am noticing is

Source: Adapted from Cambridge Leadership Group

Reasoning (Say Why its important)I say that because (provide your evidence) …My rationale is …The stakes are…The potential risks this creates is….

Outcome / PurposeAgree to ……….Agree actions to …….

Leadership Conversations

Point of View

ReasoningInquiry

Listening

P.O.V (State your view)I think…I believe…The real issue is…The pattern I am noticing is

Source: Adapted from Cambridge Leadership Group

Reasoning (Say Why its important)I say that because (provide your evidence) …My rationale is …The stakes are…The potential risks this creates is….

Outcome / PurposeAgree to ……….Agree actions to …….

Inquiry (Ask for their view)

What’s your reaction?That’s my take, what’s yours?

Leadership Conversations

Point of View

ReasoningInquiry

Listening

P.O.V (State your view)I think…I believe…The real issue is…The pattern I am noticing is

Source: Adapted from Cambridge Leadership Group

Reasoning (Say Why its important)I say that because (provide your evidence) …My rationale is …The stakes are…The potential risks this creates is….

Outcome / PurposeAgree to ……….Agree actions to …….

Inquiry (Ask for their view)

What’s your reaction?That’s my take, what’s yours?

Listening (to their views and reasoning)It’s not what you do while you wait to talkLooking at people doesn’t mean your are listening

Leadership Conversations

Point of View

ReasoningInquiry

Listening

P.O.V (State your view)I think…I believe…The real issue is…The pattern I am noticing is

Source: Adapted from Cambridge Leadership Group

Reasoning (Say Why its important)I say that because (provide your evidence) …My rationale is …The stakes are…The potential risks this creates is….

Outcome / PurposeAgree to ……….Agree actions to …….

Inquiry (Ask for their view)

What’s your reaction?That’s my take, what’s yours?

ATTENTIONANALYSIS

ACTION AGREEMENT

Any questions?

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DESTINY

‘William Jennings Bryan (1925)United States Political Leader

“Destiny is not matter of chance. It is a matter of choice.”

Thank you and Good Luck!

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Susan KayEmail: susan.kay00@gmail.com

Mobile: 07710 560704