Posts Tagged with "networks"

#8a2: Siloing, and the benefits of networks.

Siloing is defined by the level of cross-group communication. The higher the ratio of internal to external communication, the more siloed that group is. At the heart of siloing is communication, relationships, and networks — and both individuals and teams can benefit from expanding their network.Read more →

#10: Networks and their benefits.

Networks provide information; they are not solely a mechanism by which you exert your influence and spread your ideas. For individuals, a diverse network can lead to new and better ideas due to access to novel information.Read more →

#10a: Growing a network.

Effective networks favour few strong connections over many weak connections. How do build this network? This is a matter of who you know — but who you know largely depends on who you are and what you do.Read more →

#10b: Build your network before you need it.

The best time to build your network is months before you need it. Whether in a crisis or when you need more mundane support from a colleague, these are the moments you should be drawing down your balance of favours, and reaping the benefits of your relationships.Read more →

Reference #94: Better People Analytics

Two key relational measures for an individual in an organisation are constraint and aggregate prominence.Read more →

Reference #95: Better People Analytics

In an organisation, those who have strong connection, rather than just many connections, are the most influential.Read more →

Reference #96: Better People Analytics

Highly efficient teams and highly innovative teams rely on different team structures. Both need individuals with high external range — that is, possessing a wide, diverse, non-overlapping, and preferably well-connected network of connections.Read more →

Reference #97: Better People Analytics

The degree to which an organisation is siloed is measured by its modularity. This is the ratio of communication within a group to communication outside it.Read more →

Reference #122: Show Your Work

Who you know largely depends on who you are and what you do.Read more →

Reference #256: The First 90 Days

A group's skill base comprises four types of knowledge:Read more →

Reference #270: The First 90 Days

Success in your role may require the support of people over whom you have no direct authority. Invest early in building networks. Build relationships with people you anticipate needing to work with later.Read more →

Reference #271: The First 90 Days

Early into a new role, you should focus on building support for early objectives. This is true even if you have strong positional authority.Read more →

Reference #273: The First 90 Days

To understand the influence landscape in your organisation, consider mapping influence networks. These show who influences whom on issues that concern you.Read more →