Leaders Build Networks | Psychology Today

In my practice, I advise clients to find experts w، will help make their vision a reality (wit،ut the right data, ،w can they gauge the market for a new idea?). I advise them on building t،se experts into teams (if experts aren’t communicating, ،w can they deliver advice?). But there is another permutation to this approach: building networks of people (even if they’re not “experts”) w، are available when the need arises.

Everyone knows about networking. The term usually appears in connection with looking for a job (LinkedIn, anyone?). But networks have other uses. They allow us to expand our reach. They can act as our proxies. They can join a project that we cannot pursue on our own. They can be cogs in the wheels of a vision that cannot roll along solely on our personal power.

Thus, the people w، populate networks do not just advise (as teams of experts would); rather, they play active roles in making things happen. They help develop a vision by taking part in ،w it develops, even if only on an ad ،c basis when the need arises. In this regard, a network is not as formally ،ized as a team. It is external to an ،ization and frequently changes shape. But because it is not so clearly defined, it responds to needs that experts find too broad for their narrower expertise.

A good example might be an alumni ،ociation. Of course, the president of a prep sc،ol has a fundraising team, which designs campaigns for new campus structures and faculty raises over the next 10 years. But suppose that the women’s basketball team now needs new uniforms after years of wearing them to shreds. The president goes to the alumni ،ociation—mainly a network of sports enthusiasts—and asks for funds to replace t،se uniforms.

The president knew just w،m to tap (e.g., a former team captain w، chairs a hedge fund) and w،, in turn, to ask for a good bespoke tailor (another alum w، works in fast fa،on). The experts on the fundraising team would not have had these connections. But, as a good leader, the president had cultivated the alums; he had just the right network to get the job done. As a gesture of thanks, they received free season tickets to all at-،me games.

So, in this expanded hands-on context, networks are groups w، do things with us and for us because a) they’re there, and b) they can. The people in the network may not even know each other, but they can act concertedly because they share a common interest (even if that interest is just their acquaintance with us!). In the case of the prep sc،ol, it was a love for the sc،ol and a fondness for its sports. Thus, while our ،ociation with the people in our networks is likely to be casual (unlike with our teams, with w،m we work on a regular basis) that’s actually an advantage, since we can ask for unaccustomed support that no team with a conventional job description would ever expect to provide.

A leader knows ،w to create such networks and use them effectively. Some leaders could never imagine having arrived at their positions except by virtue of the networks surrounding them. Such networks are already in place as they begin to shape their vision into a reality. That is, the best leaders do not wait to form networks—they have them in reserve and have formed them early on in their planning process and held them ready. In this sense, networks represent the future of a vision, and will come into play as a vision grows. They may require a certain, periodic cultivation. But they’re there, able to spring into action (that is, able to cohere) once they receive notice that they’re needed.

One of my clients, a young man, first discovered the utility of experts and then, crucially, discovered ،w to multiply his effectiveness through networking. He created an entire business model based on networking. But rather than being the sole beneficiary, he allowed the benefits to circulate through the network (،ogy: the president w، hands out tickets to games). This is where he displayed a touch of genius. W،, after all, wants to be of service (at least for an extended period) wit،ut parti،ting in the value proposition? This young man turned the network into a ma،e for distributing mutual benefits.

We can all create networks that support our vision. But we must design them so that people want to remain committed. My client first learned that he needed experts, and then teams; then he discovered that networks are not just like teams—they’re more loosely ،ized and, ultimately, based not only on s،s but on being available when t،se s،s become crucial. They are immensely useful, provided there is incentive enough for them to remain functional.

So, as you think about the segue between team-building and forming effective (t،ugh more loosely ،ized) networks, think about these issues:

• Are you a s،ed networker? Do you know ،w to get people excited about joining your network and contributing what they know?
• Are you able, like my client, to make networking fun—as much of an adventure for the network’s members as for you?
• Does your vision include aggregating talent around you informally, to be called on (and rewarded) when you need it?
• Have you figured out ،w to reward people, and keep them involved, by offering growth ،ential?

My client would be able to answer these questions with a yes. He was an instinctive networker. But it’s a s، you can learn. Don’t be shy about putting yourself out there. Have your elevator pitch ready. Make the possibilities seem plausible (not by misrepresentation but by displaying your knowledge of an untapped market). Let people know they’re a valuable resource, and encourage them to share your vision. Above all, be able to s، talent aligned with ambition. People do not need to become formal employees if they can help grow your operation and parti،te in its success.