How leaders createHow leaders create

and use networks

NETWORKING WHY? NETWORKING WHY?

What separates successful leaders from the rest of the pack?

Networking.. Networking..

Networking is creating a tissue of personal contacts to

provide the support, feedback, and resources needed to get

things done or to sell something.

EXPERIENCE EXPERIENCE

Have a nose for opportunity

Successful leaders have a nose for opportunity and a knack for knowing 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.

The most effective and know how to build and nurture them…. Leaders understand the differences among the different types of networks. Networking takes work. To lessen the pain and increase the gain.

EXPERIENCE EXPERIENCE

Too often organizations train their employees only to focus on features, benefits, and service offering, and neglect to remember that the relationships with stakeholders is everything, It is the sure way to find, grow and keep business”

EXPERIENCE EXPERIENCE

Mind your mind-set

Accept that networking is one of the most important requirements

of a leadership role.

To overcome any qualms about it, identify a person you respect

who networks effectively and ethically.

Observe how he or she uses networks to accomplish goals.

EXPERIENCE EXPERIENCE

Reallocate your time

Master the art of delegation, Master the art of delegation,

to liberate time you can then spend on cultivating networks.

EXPERIENCE EXPERIENCE

Establish connections

Create reasons for interacting with people outside your company Create reasons for interacting with people outside your company

(function); for instance, by taking advantage of social interests to

set the stage for addressing strategic concerns.

EXPERIENCE EXPERIENCE

Give and take

Don’t wait until you really need something badly to ask for a

favor from a network member. Instead, take every opportunity to

give to—and receive from—people in your networks,

whether you need help or not.

NETWORKING WHY? NETWORKING WHY?

The OPS view:

Operational:

people you need to accomplish your assigned, routine tasks people you need to accomplish your assigned, routine tasks

Personal:

kindred spirits outside your organization who can help you with advancement

Strategic:

people outside your control who will enable you to reach organizational objectives

Define your vision(s)

Map your network

PROCESSROCESS

Map your network

Nurture your network

Expand your network

TYPES TYPES OF NETWORKOF NETWORK

• Your private network (70%)

• Your professional network (20%)• Your professional network (20%)

• Your ’field’ network (10%)

The inner circle

THE NETWORKTHE NETWORK

The inner circle

The main network

The whole network

KNOW THE INNER CIRCLEKNOW THE INNER CIRCLE

Name Future

(3 years)

Needs

(now)

What can you do better?

KNOW THE INNER CIRCLEKNOW THE INNER CIRCLE

EXCERCISEEXCERCISE

Relevant members/people?

Key contacts follow from the

strategic context and the organizationalstrategic context and the organizational

Environment and it is not always clear who is

relevant.

Make a list of 5 key persons

COMPANY NEEDS COMPANY NEEDS

1) deadline

2) deadline

3) deadline

4) deadline

5) deadline

COMPANY NEEDS COMPANY NEEDS

Name Purpose How to find member

How to nurse and develop your relations?

How?

PLAN AND PRACTICE? PLAN AND PRACTICE?

How?

EXCERCISEEXCERCISE

How to map your network..?

A SMALL A SMALL EXCERCISEEXCERCISE

What can you give?

What can you take?

How do you ensurethat no one in yournetwork is forgotten?

________________________________________________________________________________________________________________________________________________________________________________

STRATEGYSTRATEGY FOR NURTURINGFOR NURTURING

forgotten? ____________________________________________________________________________________________________________________________________________________________________________________________

How do you ensurethat you have a positive accountwith everyoneimportant in your

________________________________________________________________________________________________________________________________________________________________________________

STRATEGYSTRATEGY FOR NURTURINGFOR NURTURING

with everyoneimportant in yournew leadersnetwork?

____________________________________________________________________________________________________________________________________________________________________________________________

THE STRONG PROFILETHE STRONG PROFILE

Copyright Soulaima Gourani Aps; soulaimagourani.dk

• How do you want to be remembered?

• What is the headline and benefit statement about

you that will stand out in someones mind?

YOUR PROFILEYOUR PROFILE

• What is it about you that makes you unique

compared to everyone else who does what you do?

A short profile of max 10 sec. describing:

• Your name

THE STRONG PROFILETHE STRONG PROFILE

• Your name

• The name of your company

• What you do with and emphasis on the needs that

you serve rather than what you do

• Say "I help people.."

NEWSLETTER

Soulaima Gourani, MBA

Is a highly respected businesswoman because of her knowledge, charisma, thought-provoking ideas, and

straightforward manner, as well as her uncompromising focus on value for the company and its customers and

relations. Soulaima Gourani is an expert within strategy and leadership.

Soulaima Gourani helps companies to achieve a more strategic and profitable organization that focus on

relations.

Soulaima is also special advisor to some of Scandinavia’s most demanding and ambitious companies, helping

them overcome complex challenges and become more professional and passionate players in their industries.

Read more:

www.soulaima.com