Most
executives don't like to network. They prefer to put their head
down and be productive in their current role. How good a networker
are you?
A senior executive at a Twin Cities Fortune 1000 company summed
it up in a recent conversation. Outgoing and well-connected, he
still finds himself avoiding networking on a consistent basis.
"I know I should always be expanding my network, but there
is so much to do in my current job," he said. "And it
seems like some of the best networkers aren't the best performers
on the job."
Yet networking is absolutely essential for an executive in
today's dynamic economy. Can anyone reading this column guarantee
that they do not anticipate considering other employers in the
next three years?
The re-engineering era of a dozen years ago effectively ended
the goal of a career with a single corporation. In the years
since, definitions of career stability have evolved considerably.
Employers hiring experienced executives value candidates with a
record of leading change in different corporate cultures.
For some time now, executives who have spent 20 years at a
single company, however successfully, must demonstrate their
ability to adjust to a different culture.
In the current economy, standards for balancing stability
versus change have shifted still further. Five years at one
company demonstrates stability. But a 10-year stint is not much
better than five, and more than 10 years raises the question of
what your learning curve will be in a new corporate culture.
For me, the definition of career stability is "the ability
to swim in the deep end of the pool." That is, the ability to
adapt and endure in the face of change.
But having such abilities is not enough. Others must know that
you have those abilities. That's where networking comes in.
Four species of networkers swim in the corporate pool:
Barracuda: The barracuda is all teeth. He wants
something from you, and will ask for it relentlessly.
But people tend to avoid a barracuda, and most are not
comfortable acting like one, especially when representing their
own career interests.
Salmon: Salmon swim upstream with crowds of other
salmon. They have a goal, and are relentless in its pursuit as
well. But they are incapable of adjusting to changing
circumstances or opportunities -- they'll swim into a
hydroelectric dam every time.
Desperate Salmon: Desperate salmon live the bulk of
their career as salmon, but in a crisis, they try to imitate the
aggressiveness of barracuda. When their job is threatened or lost,
they network like the dickens -- it's their "new job."
This isn't effective, needless to say. They haven't seeded the
long-term relationships they now desperately seek.
Dolphins: Dolphins are the perfect model for networking.
They are self-sufficient. They can defend themselves against
sharks. They fish for a living, yet find time to play. And play
(an activity of smarter animals) serves a purpose -- to prepare
for the real thing.
The dolphin networkers should network an average of one hour a
week -- which translates into 50 hours, or a long week of
networking annually. This time commitment serves as a
"hedge" against the "bet" you are making on
your current employer.
Just as the dolphin plays with purpose, networking should be
goal-directed as well. It should add value to a local or national
business community, functional or industry organization, or a
charitable group (as long as it involves contact with senior
business executives).
One of the best networkers I know is an executive in the
financial services industry. "Jon" is fearfully
competent at his job. He also collects smart, ambitious people,
connects them with each other, and does them favors when he can.
His peers go out of their way to help him - how could they not?
Bottom line, network like a mammal, not like a fish.
