Contrary to popular belief, an effective network is not usually a big one. Success doesn’t come from having the most connections. Creating and engaging targeted relationships is the key to personal performance.
Most people know that building their network is important for success in a new role. But the advice they get about how to do it is probably wrong.
Traditional team principles and common methods for collaboration are ineffective today when people are staffed across so many teams with increasingly short lifecycles. Managing networks inside and outside of teams is critical create effective agile groups and drive success.
Identifying and working through informal opinion leaders—before a restructuring, strategic reorientation or launching a significant change initiative—can improve uptake of a change and increase the odds of success.
Innovation requires people, ideas, information and resources to flow across networks—and a context to support solutions from idea to reality. Companies can unleash innovation through employee networks using network analysis to identify possibilities and then leveraging principles of adaptive space.
Always-on work cultures, encroaching technology, demanding bosses, difficult clients and inefficient coworkers do create collaborative overload. But there is another enemy: your own mindsets and habits.
Social capital is the missing piece of the talent equation. It’s time to re-think onboarding and invest in new-role success well beyond the first 100 days.
Groups morph into predictable patterns of collaboration that undermine performance if collaboration is not purposefully managed. More successful teams avoid or correct 6 common network patterns that cause lackluster performance or failure.