Build Trust and Energy to Create Pull in Networks

Creating awareness of expertise/reputation and energy in interactions attracts better information, opportunities and talent.

Individual Contributor

A millennial looking for experience and challenge finds it as her natural connecting behaviors pay off. She easily gains access to information, people and projects—and is valued as an informal connector.
A high-level analyst works in Knowledge Management and often handling urgent requests. His personal network resulted in a substantial innovation that took root and has gradually been scaled across this global organization.
An early-career project manager builds the networks to help her learn new tasks and skills. Her individual performance is magnified by her role as an energizer and connector within the larger network.
A product manager has held roles in a variety of start-ups and large companies. She has learned that asking questions and adapting what she knows pulls her more quickly into projects and networks where she is trusted and able to have the most impact.
An individual contributor added side projects to his core work in a way that showcases his personality and expertise. His energy and passion come through as he contributes to the company’s internal social media platforms, leading to awareness of him and pulling him into more projects and networks.
An in-demand, experienced individual contributor leverages his network to succeed in new roles. He introduced an innovative plan for sales reps that was well received and ensured a successful product launch.
Through a successful project that rolled out globally to more than 2,000 sales representatives, a marketing specialist gained experience, confidence and a network that he needs to grow and thrive in a large healthcare company.

First Line Manager

An influential expert leads an effort to steer culture change. Early on, he provides the context,
processes and direction. He develops his team and helps top executives take first steps. Soon, much of the work shifts to the network, moving
both top-down and middle-out to define and drive cultural change.
An experienced management consultant enjoys career growth by building networks of trust and respect with clients and teams. His positive reputation results in a constant flow of opportunities, talent and ideas, which benefit the business, the clients and him personally.
An experienced project leader routinely relies on core teams and cross-functional support to develop and implement client-focused solutions. His purpose-built networks drive results by keeping aligned with the why of the work.
A well-rounded leader combines technical skills and business knowledge in a role to develop new processes across multiple units. She engages networks based on expertise and influence to solve shared problems and implement solutions broadly.
A financial leader plays a key role in a large merger. He builds the team and network to handle the deal, from negotiation to integration. He invests in building trust within his team and among colleagues from the other company to ensure transition on a large scale.
A technical leader builds reputation and drives support for a scientific capability following a merger. He grows his team and scales the work, resulting in personal and team success and benefits across the global business.
A skilled and committed leader is invited to be part of a high- value task force. She contributes her skills and perspectives to a company-wide initiative, learning to draw on multiple voices and create a compelling narrative for change.

Manager of Managers

An experienced manager builds his team and makes the case to take on a bigger project ends up leading an expanded network of 500 people from 70 locations and multiple business units—and transforms the capabilities of the firm in the process.
An operations leader converts strategic challenge to successful business model. He leverages his personal network to explore options, find global talent and connect expertise across the company.
An experienced project and team leader has a broad view of the firm, which she leverages in her role to build collaborative capability. She has learned and scaled the firm’s ability to work collaboratively with multiple partners, across business lines.
A former investment banker becomes a finance leader embedded in a global operational function. To meet the increasing scope and complexity of the work, she establishes the team as internal consultants by building skills and creating relationships.
A manager finds repeated success by prioritizing engagement and colleague development as he takes on new roles and leads new teams. He solves top pain points, brokers ideas from one context to another and helps his leadership team do the same.
A global manager restructures a core function that has cross-boundary and long-term implications. He builds support for and executes the work through a global network—to great success.
An experienced operations manager works to turn around a plant through lean processes and culture change. His sense of long-range results give a sense of purpose in difficult work and be motivated.

Senior Leader

A senior HR leader creates the context, shared effort and sense of purpose to drive a major effort to scale hiring. Knowing the traditional process would not work, he turns to the network for ideas and execution, resulting in a surge of new hires in just six weeks.
A strategic advisor
moves into a crucial operations role, leading a team to reinvent the sales process and growth goals. With the right people and energy-building processes, a new approach was developed and implemented successfully.
A senior leader creates cross-boundary talent practices in a de-centralized, global company. She introduces the concept of energizing behaviors as a way to boost productivity and engage talent. Through co-creation and word-of-mouth, energizing interactions are on the rise.
A senior HR leader steers global talent toward collaboration through identification, recruiting and entry practices. With a mindset of hiring for expertise, curiosity and collaboration, his team is bringing in top talent and helping them build effective personal networks.
A senior executive changes the organizational structure and culture to scale expertise, gain efficiencies and grow the business. She set expectations and incentives for the firm’s practice leaders to collaborate, not compete. Hiring practices, too, emphasize collaboration and network building.
The head of a global business unit scales collaboration through her personal leadership practices. With clarity and openness, she builds both trust and efficiency into interactions. She sees the company gaining momentum as a result.
A long-term leader has built a system and culture to bring in new talent and build bench strength for the entire business. Collaborative practices are front-and-center in hiring, on-boarding and development.

How Successful People Scale Results Through Networks

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