Successful leaders have a nose for opportunity and a knack for knowing whom to tap to get things done. These qualities depend on a set of strategic networking skills 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.
How Leaders Create and Use Networks
Leadership Articles, Research, & Case Studies – HBS Working Knowledge