Execute Work Efficiently

Driving influence without authority and creating purpose built networks promotes ability to efficiently advance projects and drive results.

Individual Contributor

An experienced engineer knows project success requires more than technical know-how. He builds relationships with clients, regulators and colleagues to find solutions, deliver results and—at times—avert crisis.
A data expert uses a tight network to develop his project, drawing on both technical and cultural expertise. As the work progresses, he revises solutions with a broader network. The final product is presented through formal means, but adopted via influencers.
An influential expert takes on a high-risk, high-reward culture change effort, with the commitment and sponsorship of board members and top executives. She engages colleagues and a broad network to make sense of culture and disperse ownership of transformational outcomes.
A technical specialist creates and leverages networks that appreciate his expertise. This grows the demand for his work and pulls him into projects in which he can add value, execute well and continually learn.
A Millennial builds an effective network in his first job out of college. He finds success as his reputation for good work expands. He adapts his skills to changing project demands and delivers solutions needed for client outcomes.
An experienced professional develops a broad and effective network to provide quality work to a cross-section of internal clients. By being attentive to both relationships and outputs, he contributes in ways that benefit the company and his career.
A specialist in a “fix-it” role uses her network for the perspective and support she needs to solve unexpected, high-cost problems and keep customers happy. She has learned to engage people in ways that foster collaboration and create an environment where she thrives.

First Line Manager

A project manager navigates process and people within her firm and among client teams. She balances the involvement of the core players with a broader network of client and in-house experts to keep a long-term, complex project on track.
A specialized customer service team handles hundreds of calls and transactions each day. The team manager balances day-to-day results and team development, as he tries to prevent collaborative overload.
A financial manager learns the value of networks through key experiences in his career. Later, when he is charged with implementing a policy across all regional offices, he engages key opinion leaders
to drive acceptance in places where he has no direct authority.
A call center manager has learned to invest in her team to foster performance. She interacts with them in ways that build trust in her and in each other, which helps them be effective and motivated working in often-frustrating customer service roles.
An experienced recruiter works to strengthen her firm’s hiring practices. Her team builds close connections within the company’s business groups and with external groups. She has built up a strong employee referral program to draw on their personal networks to find needed talent.
A new leader learns to manage incoming demands and collaborative overload. Her ability to work across teams and groups continues to increase her credibility and the value of her team.
A technical expert and project manager facilitates complex client work by defining and executing work through agile processes. His personal network gives him access, insight and professional development.

Manager of Managers

As an HR leader’s role expands, he relies on a diffuse network throughout the organization for key projects—driving better execution and adoption of change. Plus, he takes steps to avoid burnout and collaborative overload.
A global manager looks to reduce costs and drive efficiencies across business units. She coaches her teams to work collaboratively and through the informal network to develop a new global procurement process, secure approval and get results.
A manager grows and strengthens her consulting team by boosting collaboration. She has used practices that facilitate collaboration, openness and feedback as critical elements to deliver quality work on tight-deadline, high-impact client work.
An experienced manager creates a cross-functional project team to resolve a long-standing, inefficient strategic process. The effort involved getting commitment from senior leaders and creating a solution that would work across divisions and in multiple locations.
A regional director creates a culture of openness and collaboration through hiring decisions and team practices. He avoids hierarchy and takes a light touch on internal processes to enable fast, innovative product development and execution.
An experienced leader runs a global support function by building a network of engaged employees and stakeholders. He develops individual and collective capacity through thoughtful leadership—and removing himself from the center of the network.
A skilled manager shifts culture and practices toward collaboration and integration. She uses agile meeting practices, role definition and boundary spanning ties to build the capabilities of the firm.

Senior Leader

A senior leader has made collaboration and cross-boundary networks central to the way he works. He extends this approach to his global teams through both formal and informal mechanisms, resulting in streamlined execution of projects and innovation across teams.
A senior leader takes a position outside of his area of expertise. He invests his time and personal energy into creating an environment of trust, and builds on previous connections to develop and implement a new strategic initiative.
A top HR executive builds the culture and collaborative talent pool needed to succeed in a
competitive consulting environment. She works with senior leaders to act in ways that support collaboration and agility, including using talent practices that invest in people for the long term.
A senior executive generates business through trusted relationships and delivers results by engaging an extended network. He has learned to manage his team and client relationships in ways that scale his impact and ability to generate revenue through networks and talent.
A driven senior leader engages experts and influencers to improve client outcomes. She pays attention to both process and culture to make client satisfaction tracking and communication program effectiveness a company-wide effort.
An HR leader fosters a collaborative culture and builds a needed talent pool. Talent management practices and strategies to avoid collaborative overload combine for more energized and effective teams.
A leader with global responsibility works strategically through relationships and networks to drive growth. He factors in cultural and individual differences as his team learns to be more effective in a matrixed, headquarters-driven context.

How Successful People Execute Efficiently Through Networks

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