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But even people who understand that networking is a legitimate and necessary part of their jobs can be discouraged by the payoff—because they are doing it in too limited a fashion. On the basis of a close study of 30 emerging leaders, the authors outline three distinct forms of networking.

It involves cultivating stronger relationships with colleagues whose membership in the network is clear; their roles define them as stakeholders. Strategic networking puts the tools of networking in the service of business goals.

At this level, a manager creates the kind of network that will help uncover and capitalize on new opportunities for the company. The ability to move to this level of networking turns out to be a key test of leadership.

Companies often recognize that networks are valuable, and they create explicit programs to support them. But typically these programs facilitate only operational networking. Likewise, industry associations provide formal contexts for personal networking.

The unfortunate effect is to give managers the impression that they know how to network and are doing so sufficiently.

What separates successful leaders from the rest of the pack? Networking: creating a tissue of personal contacts to provide the support, feedback, and resources needed to get things done.

Yet many leaders avoid networking. Others disdain it as manipulative. You need all three types of networks. But to really succeed, you must master strategic networking—by interacting regularly with people who can open your eyes to new business opportunities and help you capitalize on them.

The most effective leaders understand the differences among the three types of networks and how to build them. An investment banker invited key clients to the theatre a passion of hers several times a year.

When Henrik Balmer became the production manager and a board member of a newly bought-out cosmetics firm, improving his network was the last thing on his mind. The main problem he faced was time: Where would he find the hours to guide his team through a major upgrade of the production process and then think about strategic issues like expanding the business?

The only way he could carve out time and still get home to his family at a decent hour was to lock himself—literally—in his office. Meanwhile, there were day-to-day issues to resolve, like a recurring conflict with his sales director over custom orders that compromised production efficiency.

Networking, which Henrik defined as the unpleasant task of trading favors with strangers, was a luxury he could not afford.

But when a new acquisition was presented at a board meeting without his input, he abruptly realized he was out of the loop—not just inside the company, but outside, too—at a moment when his future in the company was at stake.

Power and influence. How Leaders Create and Use Networks. Strong Power Electric Co, Ltd was established in , is a company with a long history. As a global leader in the distribution automation and power quality.

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Successful leaders have Natural alternatives to diabetes medications nose for powwer and a knack for knowing netwokrs to Srtong to get Visceral fat and kidney function done. These qualities Strogn on a set Neteorks strategic networking nstworks that nonleaders rarely possess. Most people acknowledge that networking—creating a fabric of personal contacts to provide support, feedback, insight, and resources—is an essential activity for an ambitious manager. For some, this is a distasteful reality. But even people who understand that networking is a legitimate and necessary part of their jobs can be discouraged by the payoff—because they are doing it in too limited a fashion. On the basis of a close study of 30 emerging leaders, the authors outline three distinct forms of networking.