How Investing in Network Building can Boost your Company’s Bottom Line: Part 3

                            “You can’t think, how can I do this, how can I solve it? You have to ask, Who do I know who can do this? Where is the expertise? Who else can I bring in because they have the skill or the time or the resources? Who wants the opportunity or needs the experience?” Another critical insight that Cross and Garau’s recent research project revealed is that high performers’ ability to successfully execute a project or plan directly relies on their informal networks. Often, we hold the belief that execution is all about having the right plan, strategy, and talent to put a project into motion. Surprisingly, though, the research suggests that it’s not that simple – whether a leader fully leverages his/her network can determine whether the project is successfully executed. Let me give you an example to illustrate the idea here. Picture a highly connected leader in an organization, who regularly keeps up with her connections outside of her own company, and blocks time each week for network development. In other words, this is someone who regularly grabs lunch with a number of different people in a variety of roles in different companies, and often sends industry articles or blogs that she’s read to those in her network who would find it valuable. When her company wants to expand, taking over smaller organizations or forming partnerships with others, this leader is put in charge of managing the integration. With a solid network as a foundation, and relationships that have already been established with...

Leadership as a Way of Being

Leadership is often seen as a title bestowed on a person who has risen above the norm. These people are looked up to and guide their ‘team’ in good times and in bad. The challenge is that if we only look to people with the title of leader than we are missing out on the value that can be accessed from the vast majority of people who are not leaders in title. Leaders are critical in helping others become high performance. They are our coaches and our mentors. They motivate and inspire us and hold us accountable. They are very important people and it is elitist to think that only people with the title of leader can help us in these ways. If we look beyond leadership as a title and look at it more as a way of being it becomes much more universally attainable and empowering. Generally speaking, leaders are proactive, analytical, and decisive. Followers (everyone who is not a leader) wait to be told what to do by their leader. The challenge in this is that the leader cannot be in all places all the time and many opportunities are lost and production (whatever this may be) is slowed. Ideally you want to build a team of leaders. Yes only one person has the official title of leader, but if everyone in the teams sees themselves as a leader then there is far more power available for any task. Therefore, leadership is not just a title, but it is a way of being. It is an attitude. It is not bestowed upon anyone, but something you...