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Performance Management

Published July 2009

Networking to Increase Performance

 

  Dave Piltz

Networking is frequently described in terms of increasing our professional or personal contacts. That brings to mind cocktail parties, meet-and-greet social events, professional meetings, hobby groups and the like. But in the workplace, networking can mean more than adding names and e-mails to your version of a Rolodex.

Consider networking in terms of increasing managerial performance or the performance of direct reports. Networking can be performance-based and increase productivity, but it's more complex than just meeting people. The number of networking activities, coupled with the number of networking strategies and goals, is directly proportional to high productivity. Networking can take place anywhere: in break rooms, at staff meetings, community events or while talking with colleagues. It is not reserved for actual networking events but should be viewed as a daily life skill.

There are many networking goals and even more outcomes. Consider the following:

Networking increases problem solving. Networking is effective when either the knowledge gained or the people met can be used to help solve current or future work challenges. The world of work is complex and problems often can't be solved independently. Numerous perspectives and ideas fuel innovation and problem solving, and networking provides a forum to discuss and shape new ideas, sometimes from very different industries.

Talent managers can change the focus of networking from collecting business cards to collecting ideas and solutions by encouraging employees to engage others in conversations that provide potential answers to specific work challenges or projects. In doing so, an employee may only talk to a fifth of the people he or she would normally talk to, but the verbal connections made will last longer than simply exchanging business cards or e-mails.

Networking increases best-practice use. Networking is about sharing stories of what works, what doesn't and what is being tried. As stories and experiences are shared, best practices emerge. Tracking best practices can help talent managers incorporate them into employees' daily work tasks, thus increasing productivity and efficiency.

Keeping this in mind also can shape employee conversations. People are hardwired to talk and share things that interest them. Talent leaders can tap into that interest by encouraging employees to purposefully ask simple questions. For example, while waiting for a meeting to start, ask the person next to you his or her strategy to organize work priorities. After asking a few people, themes will emerge that can be applied to different work situations. Remember, networking can take place at any time in any place: Don't limit it to networking events.

Networking increases confidence. Networking is about communicating. Regardless of an employee's comfort level talking to others, communicating can be a challenge without active listening, reflecting and summarizing skills. The more effective the communication, the more confidence the employee will have while networking, which increases skill levels and productivity.