How leaders create and use networks
by Herminia Ibarra and Mark Hunter
Oct 4th, 2012
Herminia Ibarra and Mark Hunter come up with the article about networking and how to build and use it effectively. In the first part of the article, we can clearly differentiate three types of networking: the operational, personal and strategic networking. Operating networking is about the relationship among a team, a group or a unit which help managers facilitating their operation and finishing their daily work. The important issue of this relationship is that managers need to gain the rapport and mutual trust which reinforce power for this networking. The second type is personal networking which may come from professional associations, alumni groups, clubs, and personal interest communities. Unlikely with the first one, this networking is not easy to recognize who is relevant and what makes a personal network powerful is its referral potential. However, the network is just wasting time if managers don’t use it in supporting their organization strategy. Strategic networking is distinctively the most crucial issue causing the difference between managers and leaders because it is the ability to figure out where to go and to enlist the people and groups necessary to get there. Nevertheless, it absorbs a significant amount of the time and energy that managers usually devote to meeting their many operational demands. On the other hand, there are managers who refuse or fail at using these networking. The reason is that they don’t look at networking strategically but in personal perspective. Then, the rest of the article emphasized how to build and use networking. First, managers need to perceive networking as an important part in order to get their work done and; moreover, develop their careers. Secondly, knowledge and gleaned information is “hook” which facilitate managers in building networks. Thirdly, after...