A McKinsey study found that 50% of a company\u2019s intellectual capital is a \u201crelational asset\u201d and 75% of individual capital is their relationships. And leaders with the right kinds of networks are likely to be high performers.<\/p>\n
Even though many professional women understand the value in making connections and having political skill,<\/a> women networking with others can still be a struggling point.<\/p>\n It may be that women are hardwired toward deeper, more personal connections, so transactional relationships feel insincere, according to the thinking of some evolutionary biologists.<\/p>\n But regardless, if networking goes against your natural tendencies, you have some work to do. Here are our tips on networking for women \u2014 and men \u2014 who struggle with it.<\/p>\n Just as relationships can be learned, so can the skills needed to strengthen your network. All are developed based on the concept that executives at any level must change the way they lead others by growing relationships. Here are our networking tips:<\/p>\n What negative \u2014 and false \u2014 ideas do you hold about networking?<\/strong> First, realize that creating the right network is not<\/em> about maintaining a big, expansive network or about schmoozing. You may be falling for one of these 5 common myths about networking:<\/p>\n Take time to list or map out your network.<\/strong> To get a clear picture of your network, take a piece of paper and draw a circle in the middle. Write your name in the circle. Then write down the names of people with whom you have strong connections \u2014 put them close to your circle. Write the names of those with whom you have weak or distant ties farther away from your circle. Finally, ask yourself who should be in your network? Place them (either by name or role) farthest out on your paper.<\/p>\n Then look for patterns in your connections. Are your close ties limited by location or function? Who knows the people you want to know? Are relationships operational, personal, or strategic? Close or distant? Trusting and mutually beneficial? Superficial and one-sided? Vertically diverse? Is your network heavy with people who are similar to you or to each other? Do they all know each other? Is your network outdated, just because it\u2019s easier to avoid networking? The first step is to understand your network\u2019s strengths and weaknesses.<\/p>\n With this insight, you can strategically ask for introductions or find other ways to meet or work with key people. Learn why this network perspective is imperative for leaders<\/a>.<\/p>\n Identify what resources you need to do your job, have influence, and advance your career.<\/strong> You need a network of champions<\/a>\u00a0\u2014 mentors and sponsors to help you forge a path and position you for opportunities. Who in your network has those resources? What resources do you need access to, but have no one in your network to help you obtain? Start with what you need most from your network right now. Then consider what you will need down the road.<\/p>\n One tip: for women networking, finding a sponsor \u2014 a senior leader with influence who will advocate for a promotion \u2014 is critical, but finding one can be a challenge. Download our free mentoring resources to help you find, or become, a mentor or sponsor<\/a>.<\/p>\n Read the situation and really listen.<\/strong>\u00a0Networking is really just about connecting with the right people so you have a greater insight \u2014 and greater say. Politically astute managers find that by being honest and sincere in their relationships and requests, they inspire others to trust and have confidence in them.<\/p>\n Also, be a perceptive observer. Social astuteness \u2014 the ability to read and anticipate situations \u2014 allows you to prepare, adapt, and tailor your behavior based on the people and conditions around you. One way to boost your powers of observation is to pay attention to the nonverbal behaviors of the people around you. In your next meeting, try to get a sense for how people are feeling in addition to what they are saying. This idea applies to virtual meetings as well, but rather than watching, you\u2019ll want to observe by listening.<\/p>\n Go beyond\u00a0active listening<\/a>\u00a0to really hear and\u00a0listen to understand<\/em>\u00a0where others are coming from.<\/p>\n Seek advice and let others know their input is important to you.<\/strong>\u00a0Any relationship involves learning from other people and listening to what they have to offer, and doing so sincerely is critical for\u00a0authentic leadership<\/a>.<\/p>\n Asking for feedback is critical in building a network. If other team members feel as though you don\u2019t care to hear their thoughts, then they won\u2019t offer input when you really need their expertise. Seek honest answers from your peers. Ask for earnest, straightforward feedback from your superiors. Again, however, those conversations come only by building a good relationship. To keep track of how you\u2019re doing, do this on a regular basis.<\/p>\n Ask directly for networking tips from colleagues and superiors.<\/strong>\u00a0How do\u00a0they<\/em>\u00a0advise you expand your network?\u00a0See if you can get honest feedback from coworkers or advisors on your influence style. Do people perceive your efforts as manipulative, insincere, or back-handed? Are you seen as trying too hard or taking way more than you give? Do you make promises you (or your team) can\u2019t keep? Over time, a lack of integrity will weaken relationships, bring your credibility into question, and undermine your influence.<\/p>\n Reflect on what’s working.<\/strong> A concrete way to work on your network is to keep a \u201cnetwork notebook\u201d for a week. Write down what you observe about how others interact. Note connections that seem to work and ones that misfire. Who seems isolated and why? By week\u2019s end, check and see where your networking skills stack up against your observations.<\/p>\n Be in the know.<\/strong>\u00a0Influential people are the ones who know what\u2019s going on. Successful managers are resources about people, processes, facts, and history of a company or project. By becoming an information hub, those managers become people everyone wants in their network. Find out what you know and what you need to improve on by cataloging some of your information assets. Once you see your strengths, make sure you can find a way to let others incorporate your skills into their work habits. You\u2019ll become a resource and possibly even a mentor seen as a valuable element in the company. This is part of\u00a0building your leadership brand<\/a>.<\/p>\n Build value and be patient.<\/strong>\u00a0Strengthening your network doesn\u2019t happen overnight. But once you\u2019re clear what kind of network is needed, you can begin by providing others value before you need resources. You can make choices now to build relationships that have value for the long term.<\/p>\n Certainly, you can grow your network by attending formal networking activities, including women networking groups and other large events.<\/p>\n But also think of how to embed networking into daily work, such as volunteering for a new project, scheduling one-on-one meetings, asking connections for introductions, or acting as a mentor. Invite others into your realm, even if just making time for a brief conversation before or after a meeting. Socializing outside of work, having lunch with people not in your \u201cinner circle,\u201d and referring a person to someone else \u2014 being a connector \u2014 are all good options.<\/p>\n Volunteer for assignments and get out of your comfort zone.<\/strong> The only way to do that is to raise your hand for the next project or assignment that involves people from outside your work group. Knowledge grows when relationships build, and it leads to greater skill at influencing others<\/a>.<\/p>\nWomen\u2019s Networking Tips: 5 Ways to Build a Network<\/h2>\n
Strengthen Your Networking Skills<\/h3>\n
1. Don\u2019t fall for the common myths about networking.<\/h4>\n
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<\/a><\/p>\n2. Understand your network structure.<\/h4>\n
3. Think in terms of resources.<\/h4>\n
4. Connect with others authentically.<\/h4>\n
5. Develop your network by building, maintaining, leveraging, and transitioning relationships.<\/h4>\n