TNR2013 Phil Willburn, Network Challenges of Leaders at Different Levels in the Organization
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Transcript of TNR2013 Phil Willburn, Network Challenges of Leaders at Different Levels in the Organization
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PHIL WILLBURN (@pwillburn) FACULTY, NETWORK SCIENTIST
CENTER FOR CREATIVE LEADERSHIP
THE NETWORK ROUNDTABLE CONFERENCE APRIL 2-3, 2013
N E T W O R K C H A L L E N G E S T H R O U G H O U T A L E A D E R ’ S C A R E E R
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Leadership Network Diagnostic
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@pwillburn
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@pwillburn
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Leadership at all levels
Leading
Self
Leading
Others
Leading
Managers
Leading
the
Function
Leading
the
Organization
Individual
contributors,
professional
staff and
emerging
leaders
Leaders of
individual
contributors
Leaders of
managers
and/or senior
professional
staff
Leaders of
functions or
divisions
Leaders of the
enterprise
@pwillburn
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@pwillburn
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FIRST-LINE
SUPERVISOR
LEADING SELF
LEADING OTHERS
LEADING MANAGERS
LEADING THE FUNCTION
LEADING THE ORGANIZATION
HIGH-POTENTIAL
LEADER
MIDDLE
MANAGER
EXECUTIVE
Network Derailment Patterns
@pwillburn
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Derailment
@pwillburn
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1. Problems With Interpersonal Relationships
2. Difficulty Building And Leading A Team
3. Difficulty Changing Or Adapting
4. Failure To Meet Business Objectives
5. Too Narrow Functional Orientation
Problems that Stall a Career
@pwillburn
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Network Derailment Framework
4 key leadership transitions
Predictable Network (re)Actions
Network Derailment Patterns
@pwillburn
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Network Challenges Throughout A Leader’s Career Predictable Network (re)Actions and Network Derailment Patterns
© 2013 Center for Creative Leadership. All rights reserved. @pwillburn
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FIRST-LINE SUPERVISOR
LEADING SELF LEADING OTHERS
@pwillburn
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LEADING OTHERS LEADING MANAGERS
HIGH-POTENTIAL LEADER
@pwillburn
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Matt & Eric
@pwillburn
Matt Eric
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Matt & Eric
@pwillburn
Matt Eric
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LEADING MANAGERS LEADING THE FUNCTION
MIDDLE MANAGER
@pwillburn
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Sue & Sarah
@pwillburn
Relationships Type Sue Sarah Brings New Perspective to Work 12.5% 0.0%
Confidante 4.7% 0.0%
Connection to the Top 3.1% 1.8%
Ethical Wise Mentors 3.1% 3.6%
General Career Advice 1.6% 3.6%
Industry Insiders - Trends 6.3% 3.6%
Political Coverage or Insight 3.1% 0.0%
Informal Mentor 0.0% 1.8%
Mentor 0.0% 34.4% 3.6% 17.9%
Be Real With at Work Sounding Board Feedback 6.3% 5.4%
Business Partners 6.3% 28.6%
Go to People - Get stuff done 1.6% 5.4%
Technical Expertise 1.6% 1.8%
Mentee 1.6% 0.0%
Keep out of Trouble 0.0% 7.1%
Manager 0.0% 1.8%
Geographic Insiders 0.0% 17.2% 1.8% 51.8% Blow off Steam - Venting 4.7% 5.4%
Emotional Support 4.7% 5.4%
Familial Support 1.6% 1.8%
Friends for Hobbies 4.7% 0.0%
Good for a Laugh 3.1% 0.0%
Quick Break Friend 1.6% 3.6%
Personal Cheerleaders 3.1% 0.0%
Safety Blanket - Emergency Support 1.6% 1.8%
Ultimate Trusted Partner 6.3% 0.0%
Work Life Balance Role Model 6.3% 0.0%
Advisors for Changing Jobs 1.6% 39.1% 5.4% 23.2% Hired me into the company or Got Me My Current Role 1.6% 0.0%
Successful or Unsuccessful Friends - Help Gauge my Success 7.8% 3.6%
Latent Contacts Advisors 0.0% 1.8%
What not to do Role Model 0.0% 9.4% 1.8% 7.1%
34.4%
17.9%
Sue Sarah
17.2%
51.8%
Sue Sarah
39.1%
23.2%
Sue Sarah
Strategic
Operational
Personal
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LEADING THE FUNCTION LEADING THE ORGANIZATION
EXECUTIVE
@pwillburn
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Karen
Karen
HR
Finance
Ops Mgr
Ops Mgr
Ops Mgr
Ops Mgr CTO
Staff Staff Staff
Staff
Staff
Staff
Ops Mgr
Ops Mgr
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Interact!
@pwillburn
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Discussion Question
As you were listening to the
Network Derailment Framework,
what resonated with your own
career experience or things you’ve
observed in other leaders’ careers?
@pwillburn
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First- l ine Supervisor
Transit ioning Relationships
6 Tactics for Transitioning Relationships
1. Actively monitor your relationships
2. Start providing feedback from the data you’ve gathered (SBI)
3. Start actively asking for Feedforward/Feedback
4. Regularly discuss the team’s goals/objectives
5. Branch out with new relationships – even if they violate group norms
6. Delegate as soon as possible
@pwillburn
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High-Potential Leader
Strengthen Relationships
6 Tactics for Strengthen Relationships
1. Increase the number of different topics you discuss
2. Decrease the number of projects and relationships you manage
3. Gradual Self-Disclosure (family, hobbies, interests, fears, goals)
4. Bond through adversity, adventure, and/or exercise
5. Reciprocate + 1
6. Go out of your way for someone
@pwillburn
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Middle Manager
Create Strategic Relationships
6 Tactics for Creating Strategic Relationships
1. Reach out to colleagues in the same roll
2. Ask for business advice
3. Ask for career advice
4. Introduce two people you want to meet
5. Help a contact get a job inside your organization
6. Delegate more operations to your employees
@pwillburn
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Executives
Un-Insulate Network
6 Tactics for Un-Insulating Your Network
1. Tap into your Latent Network (your previous contacts)
2. Spend time at a start-up within your business sector.
3. Attend a conference you have never before attended.
4. Be a guest speaker at a local or national event.
5. Find a personal network assisstant
6. Introduce two executives at the same level who do not know each other.
@pwillburn
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Call to Action
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John Locke
Jack Sheppard
Hurley
Lost relationships based on co-presence in flashbacks, through season 4
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Harry Potter and the Sorcerer’s Stone: Communication Network
Severus Snape
Harry Potter
Rubeus Hagrid
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Brutus Mark Antony
Caius Cassius
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Downton Abbey Season 1
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PHIL WILLBURN [email protected]
@pwillburn
N E T W O R K C H A L L E N G E S T H R O U G H O U T A L E A D E R ’ S C A R E E R