How to build 6 key people smarter?
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Special Shaped Steel Tube Liaocheng Xinglong Seamless Tube Manufacturing Co., Ltd. , https://www.lcxlpipe.com
This article points to another model for building connections: performance and happiness. The top 20% of executives have a diverse and well-connected network of people – this network of people is made up of high-quality interpersonal relationships from many different fields; These high-performance leaders have used six key connections to improve their careers and lives in many ways.
"My current position is the result of a relationship that was established ten years ago. People may attribute this to luck, but I believe that only those who are willing to pay for others and do things reliably will often witness from the network. Fortunately, Linda, who works for a large technology company and manages more than 7,000 employees, said. When you ask her how she was promoted to top management, her answer is simple: the key factor is people. These people include her boss, the CEO, and her mentor, who "will always be her backing"; Steve, who heads the department's supporting business; and her proud student Tom, who is against him. The task was entrusted with him, and he was provoked by the department.
Outside the company, Linda's social circle is also rich and colorful: among the company's three strategic partners, she keeps in touch with her three executives who hold the same position, and they inspired her inspiration; former colleague Sheila She will give her frank advice; her husband is an executive of a charity organization. In addition, she has established close relationships with her volunteer partners, golfers, and book friends.
Linda's network of people can not only promote their career advancement, but also enhance the happiness of their lives. However, many of us often make the following typical mistakes in building a network.
Wrong network building practice
Many executives will be trapped in three kinds of network traps. Does the situation described below appear in the way you build your network?
Errors in the structure of the network: Some managers have paid too much attention to the formal hierarchical structure of the organization and missed the efficiency and opportunities that informal relationships can bring. There is also a type of manager who is overburdened. They have to make a lot of contact with colleagues and external contacts, and they are exhausted and exhausted. They have become the bottleneck restricting their own development.
Mistakes in personal connections: Expert managers who are out of touch with the times, who always stay with those who make themselves comfortable with existing skills, rather than those who can push themselves to build new skills. There are also some biased leaders who rely on consultants (with the same functional background, geography or values) that are similar to themselves, and these consultants reinforce their inherent bias.
Mistakes in behavior: The thread builders who flow on the surface conduct shallow interpersonal contacts with as many people as possible, mistakenly thinking that the network is spread as much as possible. People of the chameleon type can adapt to different groups of audiences by transforming their interests, values, and personalities. The result and the group of people can not be integrated.
Six important relationships
Efficient core network is generally 12 to 18 people, but the most important is the structure: the core network must not only bridge smaller, more diverse groups, but also must span different levels, organizations, functions and different regions. Core people should be able to influence you, making you more knowledgeable and less biased when making decisions; they should also be a model of positive behavior – if the people around you are passionate, reliable, and generous, then you are very likely to have these quality. The six important types of connections include:
1. People who can provide new information or new skills, including those within the company, other functions, and customers;
2. People who are in power – they provide guidance, meaning building, political support, and resources; people with informal power – they exert influence, help coordinate multiple projects, and provide support at the grassroots level of the organization;
3. There is also a group of people who can advise you on personal development, question your decision, and drive your progress. In the early days of your career, you may get help from your boss; later, this kind of help often comes from workplace coaches, trusted colleagues or spouses.
4. People who provide personal help, such as colleagues who help you get back on track on your sad days, or friends who can get you in the right place;
5. A person who can add a sense of meaning or value, such as a boss or client who recognizes your work;
6. People who can help you promote work/life balance. These people will urge you to participate in activities that are good for your health, your brain's concentration, or your spiritual well-being.
Four-step method to build a better network
How can we build such a diverse network? Here, we recommend a four-step program: network analysis, decontamination, diversification, and efficient use.
1. Analysis:
Check out the contacts in your network to see what you can get in their interactions with them. First, look at everyone in your network. Where are they distributed and what are the benefits of your interaction with them? To what extent have these interactions inspired your energy? It is important to stimulate vitality. Encouraging people can inspire the best side of everyone around them; "Erosion Vigor" is the opposite, they like to criticize others rather than give objective comments, do not keep promises, and are indifferent to others. Regrettably, the relevant research indicates that the interaction of erosive vitality has a greater impact than those who motivate the vitality – up to seven times the former; about 90% of the anxiety in the work is 5% of the network. Caused by the connections - that is, those who are eroding.
Then, you should classify these connections based on the benefits that each type of network can bring. In general, the benefits provided by contacts can be divided into six categories: information, political support and influence, personal development, personal support and vitality, sense of meaning or value, and work/life balance. Classifying people is a way to make it clearer whether the existing network is helping you expand your skills or keep you stuck. You will see where there are loopholes or redundancy in your network, and who you are over-reliant or dependent on.
2, go to 芜å˜è:
After some hard choices, decide which ones you should avoid to consume your energy and redundant connections. First, eliminate those who consume your energy too much, or bring bad behavior, or minimize contact with them. You can avoid them by reinventing your character, spending less time on them, or adjusting your reaction, lest you are always entangled in your dealings - this will make you more efficient and happier.
The next step is to ask yourself which of the six categories of people are overcrowded. For example, first-time leaders tend to pay too much attention to information and not pay enough attention to personal development. As a result, they may need to reduce the number of information contacts and spend more time on those who can help their careers.
In addition, think about who – and what kind of people are in terms of function, level, and geography – takes up too much of your time and thinks about why. Is the work procedure requiring you to deal with these people? Or is your own behavior causing this imbalance?
3. Build a diverse network of people:
Choose those who can help you achieve your goals and inspire you. Since you have created vacancies for your network, you should use the right contacts to fill these gaps. You can list six types of connections and then think about which colleagues and others can be filled in each category. You should also think about how to relate your network to your career goals and personal goals. A simple approach is to write down the three specific business goals you want to achieve in the coming year (such as double sales) and then list who might be able to help you achieve them. They may be able to provide expertise and resources. Or political support.
4. Efficient use:
Make sure you are working as efficiently as possible. Can you rely on someone in one area (such as political support) to meet your needs in another area (such as personal development)? If you put more energy into some people, will you get more benefits from them? Our research shows that efficient workers at all levels tend to get other benefits from informational connections—such as inspiring new ideas. Reciprocal relationships often lead to more results; the most successful managers always try to provide value to their connections.
Allen is a senior leader in an international insurance company. He found that although he had a good network of contacts, his decision-making environment was still relatively closed. He can't find deeper insights from others, so he is slow on his way to pursue his goals. So, he began to invite those who have lower ranks to lunch and ask them some open questions. These people are informal opinion leaders in the company. Through these conversations, Allen improved the efficiency of decision-making and went deep into the company's various levels to innovate.
The network of people built using this four-step model will develop itself over time. Once the time is right, this network will ensure that the best opportunities, the best ideas, and the best talents are coming to you.
Rob Cross, Robert Thomas | Wen Boo Cross is an associate professor at the University of Virginia's McIntire School of Commerce. Robert Thomas is the Executive General Manager of the Accenture High Performance Research Center.
Chen Zhimin|Translated Wang Xiaohong|Editor
Seamless steel pipes are usually made by hot rolling or cold rolling of low alloy structural steels such as 16Mn, 5MnV or 40Cr, 30CrMnSi, 45Mn2, 40MnB, etc., which are high quality carbon-bonded steels such as 10, 20, 30, 35, 45.
Seamless pipes made of low carbon steel such as 10 # and 20 # are mainly used for fluid conveying pipes. Seamless tubes made of 45, 40Cr and other medium carbon steels are used to manufacture mechanical parts, such as stress parts of automobiles and tractors.
