EXCEL AS A CONNECTOR
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The art of bringing like and (un)like people together
The executive and director of the future will need to be a connector, possessing stronger capabilities in building and sharing professional relationships, and to do so more strategically.
The changing landscape of business, markets and work has encouraged astute individuals at all levels to gain mutual and purposeful support, across the organisation, geography, generation or industry, to help them "look in the mirror and out the window."
Connectors have well-developed tactics to expand the space in which they operate (context and positioning) and extend their personal and professional reach (voice, connections, energy.)
In this interdependent, information-rich, matrix, interconnected world, both what you know and who you know are vital ingredients for success and to pick up on the early signals of change.
Connectors operate under the premise that you can't know everything and you don't need to. They can draw on a wide range of close and distant ties to share know-how or teachable moments, stimulate creativity and open up more opportunities than a narrow or uniform network.
Executives and directors who excel as connectors have a ‘power with’ mindset that values the expertise and perspectives that disparate people can bring. They reach out to people who will tell them what they need to know — not what they want to hear.
They also connect others based on where they aim to be, and not necessarily where they have come from. They thoughtfully and purposefully introduce people on their team, board or peer group to other teams or to people across the organisation who can help them learn and get things done.
connectors have mastery of the Rules of relationships
You need to earn your position in the lives and contact lists of others. What is your point of difference? Think about what you offer that makes you unique, valuable and distinctive. What do you have to offer that other people might value, and why would they make time for you? Is it your thinking, technical expertise, client skills or leadership?
Keep the other person's needs and interests in mind. It's not about you. It is about understanding the unique interests of others and keeping an eye open for ways to help them. Be generous, be helpful, mentor others, contribute to the community and your profession, cross-network and help people connect with those you know. Honour the adage that upholds "giving without remembering and receiving without forgetting."
You are expected to reciprocate. People who understand the concept of networking know that what goes around comes around. Remember the people who took time to counsel, guide, champion and direct you on important issues. It's a debt that is never fully repaid.
At the core of strong relationships are discretion, respect and trust. Create a positive impression of yourself through the quality of your work, your attitude and your integrity. If someone has a strong notion of your reputation, then they are more likely to respond to you and refer you to others. The nature of your relationship will dictate how deep and how far you go in sharing important information. Giving something of value is a signal that promotes reciprocal trust.
Relationships develop organically and take time, so make it a way of life rather than a transactional activity. At any given time, there is a portion of your network that is "live," in the sense that you are communicating frequently and actively. These relationships may become temporary coalitions. The rest of the network has not gone away; it is just temporarily less active.
Adam Grant (via Twitter @AdamMGrant) astutely reminds us that “great minds don’t think alike. They challenge each other to think differently. The people who teach you the most are the ones who share your principles but not your thought processes. Converging values draw you to similar questions. Diverging views introduce you to new answers.”
connectors are curious and engage widely
Big Picture Thinkers: strategic in their thinking and approach they can help you ‘go to the balcony’ to see how broad trends and patterns interconnect. They can see new paths that you may miss. They help you move from the problem to the solution or shift the time orientation (past, present, or future) or its hue (positive or negative.)
Network Conduits: they have access to people, resources and information – and willingly share them. They are skilled at helping you make connections, find resources and cross-community opportunities.
Personal Advisory Boards: this group, either formally or informally, and either individually or as a group, helps to resolve specific problems; work through the issues of change and transition; assess strategy; or provide guidance, expertise and special knowledge in the various life-cycle stages of a business. They help plant seeds for the future. They are Socratic in approach. Above all, they should provide candour.
Experts: these are technical experts and industry insiders with insightful and deep knowledge of their sectors. They are trend spotters knowing where the industry is headed. They know the right people within the sector and related functions. They are business leaders, divisional managers, industry body heads, entrepreneurs or professional specialists. People tend to be more creative and innovative when they are new to an industry, and less innovative when they have tenure or familiarity.
Trusted Allies: these strong partners, colleagues and associates – from multiple, diverse sources – form a reciprocal action, support and intelligence network. It means you don’t have to go it alone when dealing with a complex challenge.
Mentors, Sponsors, Advisors and Coaches: these are the people who you trust for guidance, wisdom and as a trusted sounding board. They help you learn, discover, solve problems and share ideas. They assist you decide what matters, what creates meaning and which measures of success or failure are realistic. A mentor helps you ‘find your voice,’ an advisor helps you ‘build content and tone of voice,’ a sponsor will ‘get your voice heard at the table,’ and a coach ‘strengthens your voice.’ They can also help you assess any structural, affiliation and behaviour traps with contacts and stakeholders.
Trend Spotters: these are interesting people who are coming up with, or aware of, what is new or different. They can assist you in an area where you’re not particularly strong. They are creative and help you brainstorm. They also challenge and stretch your thinking and approaches.
Analytics and Pragmatists: these are the people who ask ‘so what?’ They also give you the necessary reality check that can help you map a well-thought out, actionable plan. They offer a level of detail and analysis that you may not have.
Mentees: these are the people you guide based on your experience and insight. Often, the best way to learn is to teach or explain something to others. It is also a source of reverse mentoring as you learn new perspectives from each other.
Dianne’s Mentoring Reading List
Communicating Through Connecting Mentor-Coach Conversations | Conversation is communal. The goal of any conversation is to connect. There is a very real human need to be included, to belong, to be heard, to share and to relate to experiences that resonate. There is strength in any conversation that enhances community and meaningful connections.
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