Networking with Social Media & Strategies that Generate Leads
Personal Networking Networking Competency and Strategies.
-
Upload
lenard-franklin -
Category
Documents
-
view
218 -
download
1
Transcript of Personal Networking Networking Competency and Strategies.
Personal Networking
Networking Competency and Strategies
Outline
• Networks @ 3 Levels
• Personal networking and performance
• Methods for uncovering personal networks
• Summary
Levels of Networks
Personal Network Level
Organizational Network Level
Industry Network Level
-How can we
maximise the value of multi-sourcing?
How can we better share our knowledge across the
organisation?
Is my network helping me in building competence ?
One Minute Introduction to ONA Maps
• Individuals are represented as circles (nodes)
• An arrow pointing from one individual to another indicate the direction of the relationship
• Colour or shape of node can represent organisational belonging, geography or other relevant attribute
Eg. Linda often asked for input
Identify Unofficial Organizational Roles
• Central connector– ‘Go-to’ people
• Boundary spanner– Bridging networks
• Information broker– Moves knowledge around
• Peripheral specialist– Outside the network
…and the unintended consequences of assigning some types of role!
Types of ONA Maps2 key types of ONA maps:
• Ego-nets
– Mapping of individuals’ relationships
– For example
• ‘Who do you ask for advice’
• ‘Who do you go for information?’
• Affinity maps
– Mapping of links based on a shared attribute
– For example
• ‘Who is a member of the local golf club?’
• ‘What are your professional interests?’
Personal Networking and Performance
What Does Your Personal Network Look Like?
• Egonets
• Skills
• ‘Star Performers’
Exercise #2 - Personal SNA Exercise
Take 2 minutes to identify the top 5 people you rely on for advice in performing your job effectively
Exercise #2 - Personal SNA Exercise
– What proportion are “inside” your (local) department?– What proportion “outside” your firm?– What proportion are in other cities of countries?– How many nominated your direct manager?– What proportion are “friends” in a social context?– How aligned is your network with your job
requirements?– How much time do you actually spend with them?
Hunter, gatherer, organiser, cook, consumer…
Your Networking “Personality”
• Networking Questionnaire Exercise
Quick Questionnaire – Part 1Select the statements which you agree with the most.
1. When evaluating opportunities, I am likely to look…a. For a chance to be in a position of authorityb. For the long-run implications
2. My strength lies in the fact that I have a knack for …a. Being easy goingb. Getting a point across clearly
3. In discussions among peers, I am probably seen as …a. An outspoken advocateb. Motivating people to my views
4. In evaluating my aims in my career, I probably put more emphasis on …a. My ability to create an aura of excitementb. Being in control of my own destiny
5. I believe that people get into more trouble by …a. Being unwilling to compromiseb. Not letting others know what they really think
Quick Questionnaire – Part 26. In a leadership role, I think my strength would lie in the fact that I …
a. Won people over to my viewsb. Kept everyone informed
7. As a member of a project team, I …a. Seek the advice of colleaguesb. Closely follow the mandate of the group
8. Others are likely to notice that I …a. Let well enough aloneb. Let people know what I think of them
9. In an emergency, I …a. Take the safe approachb. Am quite willing to help
10. I look to the future with …a. Unshakable resolveb. A willingness to let others give me a hand
Source: Burt, R., Jannotta, J. and Mahoney, J.(1998), “Personality correlates of structural holes”, Social Networks 20, pp. 63-87
Survey ScoringScoring Key
1 A2 B3 A4 A5 B6 B7 A8 B9 B
10 A
Relationship to Performance?
Burt, R., Jannotta, J. and Mahoney, J.(1998), “Personality correlates of structural holes”, Social Networks 20, pp. 63-87
Personal Networking and Performance
Burt, R. (2005), Brokerage and Closure: An Introduction to Social Capital, Oxford University Press.
Strategies and Efficiencies in Social Networks – Empirical Study
• Exploration strategies best early in career
• Exploitation strategies best for mature workers
• More frequent, shorter messages are associated with higher output!
Bulkley, Nathaniel and Van Alstyne, Marshall W., "An Empirical Analysis of Strategies and Efficiencies in Social Networks" (February 2006). Available at SSRN: http://ssrn.com/abstract=887406
Personal Centrality Attributes?
• Advice Networks– Positives: Education, Activeness, Sex similarity, Hedonism,
Tradition similarity– Negatives: Neuroticism, Race
• Friendship Networks– Positives: Education, Sex, Activeness, Agreeableness,
Hedonism– Negatives: Neuroticism, Openness to experience
• Adversarial Networks– Positives: Extraversion, Neuroticism, Openness to experience– Negatives: Education, Agreeableness, Tradition similarity
Klein, K, Lim, B etal., (2004) “How Do They Get There? An Examination of the Antecedents of Centrality in Team Networks”, Academy of Management Journal, Vol. 47, No. 6, pp.952-963
Energy in Networks
• Energizers inspire innovation, participation, commitment
• But de-energizers can have have a bigger impact on networks than energizers!
Rob Cross: https://webapp.comm.virginia.edu/NetworkRoundtable/Home/tabid/1/Default.aspx
1. Initiative: Blazing Trails in the Organisation’s White Spaces
2. Networking: Knowing who knows by plugging into the knowledge network
3. Self Management: Managing your whole life at work
4. Perspective: getting the big picture
5. Followership: Checking your ego at the door to lead in assists
6. Teamwork: Getting real about teams
7. Leadership: Doing small ‘L’ in a big ‘L’ world
8. Organistional Savvy: Using ‘street smarts’ in the Corporate Power Zone
9. Show & Tell: Persuading your audience with the right message
Kelley, R. (1998), “Star Performers: Nine Breakthrough Strategies That You Need to Succeed”, Random House
Star Performers
“Go to” people in the Sales NetworkPresident
Vice President
> $50mill deals
= High Value Nodes
New Leverage?
Who in the organisation has helped you win deals > $50mill.?
Indirect Methods for Uncovering Personal Networks
• CoP membership
• Discussion Group Mining
• E-Mail Mining
• Wiki Mining
• Web Mining
CoP Mining: Who should our knowledge brokers be?
Tracking Discussion
Activity over time
Quarter 1 Minerals Maintenance Improvement team initiate discussion group facility on BHP’s intranet
By quarter 2 discussions have evolved mainly with coal and some initial links to Minerals Supply.
By quarter 3 most of the minerals businesses and Copper have been engaged in the discussions
By quarter 4 activity has increased between the mineral’s businesses and the beginnings of contacts with Steel and Service Companies
By the 5th quarter the discussion group is in full swing with most business units engaged. The formation of the BHP global network occurred just prior to this quarter
In the 6th quarter, activity has dropped off marginally, but is still uniformly distributed amongst the business units
Quarter 7 is the busiest to date. Steel and service companies participation shows a notable increase
Quarter 8 shows a marginal drop-off in activity, Coal appeared less active but service companies and steel maintained their level of activity.
GMNFT
SC
Copper FM
Coal Petrol.
Steel
GMNFT
GMNFT GMNFT
GMNFT GMNFT
GMNFT GMNFT
SC
SC SC
SC SC
SC SC
Copper
Copper Copper
Copper
Copper
Copper Copper
FM
FM FM
FM
FM
FM FM
Coal
Coal Coal
Coal Coal
Coal
Coal
Petrol.
Petrol. Petrol.
Petrol. Petrol.
Petrol. Petrol.
Steel
Steel Steel
Steel Steel
Steel
Steel
CondorView – Dynamic e-mail mapping over time
E-Mail Mapping of your Social Network
Corporate Wiki Mapping
Atlassian
Corporate
Free mail
Public Sector
Wiki Editor Clubs?
Company
Vendor CEO
CIO
Board member
Telstra
Qantas
CBA
BHP Billiton
Westpac
CSC CEO
IBM CEO
KAZ CEO
EDS CEO
Web Mining: Australian IT Outsourcing Market
Vendor CEO
Client CIO
Client Board Member
Personal Networking Tips
• Don’t be neurotic!• Have something unique to offer• Be an energiser (not a de-energiser)• Remember reciprocity, pay later is ok• Aim to fill the white-space i.e. become a
broker• “Manage” your network• Be a “star performer”, it can be learnt!
Questions?
Feel free to contact me on:
• Email: [email protected]
• Mobile: 0407 001 628
• Visit www.optimice.com.au for papers
• Visit www.onasurveys.com to collect data for ONA.