As we climb the ranks of our organization and lives, improving our network may be the last thing on our
minds. We tend to face the main problem: Finding the hours to guide our teams through the significant
strategic issues we face, like expanding the business? Networking, which I have heard defined as the
unpleasant task of trading favors with strangers, seems to be a luxury we can no longer afford.
If this sounds all too familiar, don't worry. It's not unusual. Numerous studies have shown that
networking is simultaneously one of the most self-beneficial yet one of the most dreaded challenges that
aspiring leaders must address.
Their discomfort is understandable. Typically, managers rise through the ranks by building a strong
command of their jobs' technical elements and accomplishing their teams' objectives. When challenged
to move beyond their specialties and address strategic issues facing the overall business, many
managers do not grasp that this will involve building relationships. Nor do they quickly grasp that
interactions with a diverse array of current and potential stakeholders are not distractions but are at the
heart of their new leadership roles.
That is why today, we are discussing building your social network.
