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MANAGING YOURSELF 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.

How Leaders Create and Use Networks

by Herminia Ibarra and Mark Hunter

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Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 How Leaders Create and Use Networks 9 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications

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MANAGING YOURSELF

How Leaders Create and Use Networks

Operational network Network’s purpose Getting work done efficiently

Personal network Develop professional skills through coaching and mentoring; exchange important referrals and needed outside information. Participate in professional associations, alumni groups, clubs, and personal-interest communities.

Strategic network Figure out future priorities and challenges; get stakeholder support for them.

How to find network members

Identify individuals who can block or support a project.

Identify lateral and vertical relationships with other functional and businessunit managers—people outside your immediate control—who can help you determine how your role and contribution fit into the overall picture.

LEVERAGING YOUR NETWORKS Networking takes work. To lessen the pain and increase the gain: • 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...