March 2010

Learning Tree

Management Insights
Expert Advice from Todays Top Professionals
Four Key Steps to Building Effective Networks
Eric Magnuson, principal partner at Synergetic Enterprise
Management, Ltd.

Following his conversation with Tom, Eric got on the phone and called Kim, the head of project accounting. Hi Kim, this is Eric. Ive got Tom here in my office; hes heading the project I was telling you about the other day. He needs to send some of his people to a conference for some important training, and they need a cash advance. Sorry to ask with such short notice, but can you help me? Eric and Kim briefly discussed some of the procedural issues and the problem was quickly resolved. The cash would be available before the end of the day. Tom thanked Eric, but then added, Its just because youve been here a long time and youre a manager. I wouldnt be able to do what you just did. They dont do that stuff for rookies like me. It doesnt seem fair.

Building Effective Networks: The Challenge

A few months ago, Tom, a young team leader who had recently been promoted to run a small but important technical project, barged into his supervisors office. Those people in the accounts departmentwho do they think they are? Im trying to make things happen here, and theyre always putting up roadblocks. How can I be expected to get things done? Tom explained to his supervisor, Eric, that hed called the accounts department to ask for an immediate cash advance for three of his team members who needed to attend a technical conference. The accounts department, however, told him they couldnt do anything without formal notification and all the appropriate management approvals. Theyre due to travel in two days, said Tom. I dont have time for these bureaucratic delays. Whom did you speak with in accounting? asked Eric. I dont know her name, just someone who works there. Does it matter? This was the crux of the problem. Tom didnt know anybody in the accounts department. To Tom, the department was just another box in the organisation chart. And, equally important, nobody in the accounts department knew him.

Assessing the Situation

Eric recognised that this was a great opportunity for a bit of coaching. Knowing that Tom had attended basic project management training, Eric asked him whether he and his team had identified the accounts department as a project stakeholder. Tom did have the accounts department on his stakeholder map, but the department didnt seem to be important to him. Despite having met a few of its people, he hadnt focused on developing any relationships with them. Tom started to realise, however, that everyone on his stakeholder map was, or would be, important to himthats why, after all, those people were on his map. Tom and Eric spent a productive hour working through the four key steps to developing an effective people network. In the future, every time Tom met with one of his stakeholders, he would ask himself four key questions:

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March 2010

Learning Tree

Management Insights
Expert Advice from Todays Top Professionals
Assessing the Situation (continued...)
1. Is there something I could provide for this person? 2.  Do I know somebody else who could provide something for this person? 3. Is there anything this person can provide for me? 4.  Does this person know somebody else who can provide something for me? Tom now understood how important it was to provide data early to the accounts department. When it came to question number one for example (is there something I could provide for this person), just ensuring that his project reports and requests were submitted on time would make him a hero. By the time the meeting ended, Tom had come to the realisation that this process would play a major role in his personal success as well as that of his team and his projects. contacts. By helping parties in your network develop their own networks, your network is enriched.

3. Is there anything this person can provide for me?

This question is about asking questions, engaging in active discussions, exchanging ideas and exploring relationships. It is not about trying to get something for free or about exploiting people. Your goal is to engage the other person in a positive dialogue that is focussed on identifying mutually beneficial interests and knowledge. The first two steps enabled you to help the other person; this question gives them an opportunity to help you in return. Remember: people love to be treated as experts or valuable resourcesthis is your chance to provide that opportunity to the other person. You can only do this step successfully if you are genuinely interested in the other person and what they do. Focussing on what the other person does and then building links from that to your needs will allow you to more easily find solutions to problems than trying to force your needs on the other person.

Four Key Steps to Building Effective Networks

When you meet somebody, ask yourself these four key questions:

1. Is there something I could provide for this person?

A strong relationship is based on mutual trust and shared values. This first question helps you focus on what you can bring to the table. You must develop the skill of actively seeking to understand what others do and identify what is valuable to that person. Once you know whats valuable to them, you can determine if you have some information, skill or expertise that will help them attain their goals.

4. Does this person know somebody else who can provide something for me?
With this question, you are actively seeking to extend your network. It is the natural progression from the previous three steps, and it is, in effect, the converse of the second step where you are using your network to find something that somebody else needs. Here you are giving others an opportunity to do the same for you. In conclusion, it is very important that you ask the questions in the right order. Begin by finding out how you (or one of your contacts) can help someone before asking them to help you.

2. Do I know somebody else who could provide something for this person?
This question encourages you to explore the rest of your network for potential skills or knowledge that might be helpful. You may not know the right answer to a question, but you can usually find someone who does or who knows someone else who does. Asking this question also gives you a real reason to contact people in your network and ask them for advice. People like to feel useful and needed. Its also an opportunity to introduce people in your network to new

About the Author

Eric Magnuson is a principal partner at Synergetic Enterprise Management, Ltd.,a consultancy specialising in leveraging business benefit from IT. He teaches several courses in the Learning Tree Management curriculumand is technical editor for Learning Tree Course 906, Management Skills for an IT Environment.

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