53 Personal, Operational, and Strategic Networks
Learning Objectives
- See networks as something you can, and need to, manage.
- Know about different network forms—personal, operational, and strategic.
- Understand some of the actions you need to take to move your network forward.
This section draws heavily on recent research by Herminia Ibarra, Brian Uzzi, and others, to help you understand the different forms that social networks can take. Ibarraand Uzzi have been studying the social networks and social networking tactics and strategies of managers for more than 20 years and are considered thought-leaders in the field. Their most recent work suggests that strong, useful networks don’t just happen at the watercooler. They have to be carefully constructed.
What separates successful managers from the rest of the pack? Networking: creating a fabric of personal contacts to provide the support, feedback, and resources needed to get things done. Yet many managers avoid networking. Some think they don’t have time for it. Others disdain it as manipulative. To succeed as a manager, Ibarrarecommends building three types of networks:
- Personal—kindred spirits outside your organization who can help you with personal advancement.
- Operational—people you need to accomplish your assigned, routine tasks.
- Strategic—people outside your control who will enable you to reach key organizational objectives.
These networks, their purpose, and how to build network membership, are summarized in “Personal, Operational, and Strategic Networks.” Most importantly, Ibarra’swork suggests that leaders need to possess all three types of networks, and not just one or two. Let’s take a look at each one of these networks.
Table 9.1 Personal, Operational, and Strategic Networks
| The purpose of this network is to… | If you want to find network members, try… | |
|---|---|---|
| Personal network | exchange important referrals and needed outside information; develop professional skills through coaching and mentoring | participating in alumni groups, clubs, professional associations, and personal interest communities. |
| Operational network | get your work done, and get it done efficiently. | identifying individuals who can block or support a project. |
| Strategic network | figure out future priorities and challenges; get stakeholder support for them. | identifying lateral and vertical relationships with other functional and business unit managers—peopleoutside your immediate control—who can help you determine how your role and contribution fit into the overall picture. |
Personal Networks
“Personal networks are largely external, made up of discretionary links to people outside the workplace with whom we have something in common. As a result, what makes a personal network powerful is its referral potential. According to the famous six degrees of separation principle, our personal contacts are valuable to the extent that they help us reach, in as few connections as possible, the fa