Networking and stakeholder engagement
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Louise Worsley presents on lessons learned from project management and networking. Some key points include: - The quality, not quantity, of your network matters. Mapping your network on sites like LinkedIn can help. - Expanding your network by following diverse accounts on social media and lurking without engaging can expose you to new ideas. - Networks should empower you by providing information, opportunities, inspiration, purpose, work-life balance and personal support. - Effective stakeholder engagement includes giving those affected a say in decisions, promising their contributions will influence outcomes, seeking diverse perspectives, and allowing input on participation methods.
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Networking and stakeholder engagement
- 1. Name | Louise Worsley Networking & stakeholder engagement Lessons learned from project management
- 5. Connect to It’s the quality not the quantity of your network that matters
- 6. Map your LinkedIn network with www.socilab.com Weak ties
- 8. Finding the right presence Personal & private Professional & private Professional & public Personal & public Source: Dutta, S, (2010)
- 9. Bursting your social media bubble 1. Find highly active accounts run by people who are wildly dissimilar from you 2. Follow for thirty days – even if you don’t like what they say. 3. Don’t engage. Lurk! 4. Self-study what is new to you Twitter exercise
- 11. Connecting you with energy and the drive to achieve your ambitions Connecting you with opportunity
- 12. Your network should empower you It should inspire you Networks for • Information • Political support • Personal development • Sense of purpose • Work/life balance • Personal support and energy
- 13. Implementation is accepted Supported by taxi people
- 14. The 6 principles of stakeholder engagement Stakeholder engagement provides information, time and space for stakeholders to participate 5 It never hurts to be polite 6 1Stakeholders should have a say in decisions that affect them 2Stakeholder participation includes the promise that contributions will visibly influence decisions 3 Stakeholder engagement seeks out those potentially affected by, or interested in, a decision 4 Stakeholder engagement seeks input on how they wish to participate
- 15. Thank you! https://za.linkedin.com/in/picubed @worsley_louise • Name | Louise Worsley • Web | www.pi3.co.za • Email | lworsley@pi3.co.za
- 16. Stories borrowed from… • Reggie Springleer, Manager Industry Transition, City of Cape Town And many, many others… Worsley, LM. (2016). Stakeholder-led project management, Changing the way we manage projects, Business Expert Press Gladwell, M, (2000). The Tipping Point: How Little Things Can Make a Big Difference. New York: Little, Brown, and Company Have a look at Cross, R. & Thomas, R.J. (2011) Managing yourself: A smarter Way to network, Harvard Business Review, Available online at https://hbr.org/2011/07/managing-yourself-a-smarter-way-to-network Cross, R. (2011) The most valuable people in your network, Harvard Business Review, Available online at https://hbr.org/2011/03/the-most-valuable-people-in-yo Dutta, S. (2010) What’s Your Personal Social Media Strategy? Harvard Business Review, Available online at https://hbr.org/2010/11/managing-yourself-whats-your-personal-social-media-strategy LinkedIn network mapping available at www.socilab.com
Editor's Notes
- The old adage “It’s not what you know, it’s who you know” is true. But it’s more nuanced than that. In spite of what most self-help books say, network size doesn’t usually matter. In fact, we’ve found that individuals who simply know a lot of people are less likely to achieve standout performance, because they’re spread too thin. Political animals with lots of connections to corporate and industry leaders don’t win the day, either. Yes, it’s important to know powerful people, but if they account for too much of your network, your peers and subordinates often perceive you to be overly self-interested, and you may lose support as a result.
- In The Tipping Point, Malcolm Gladwell tells us about three types of people most likely to start social epidemics: connectors, mavens and salesmen. "Connectors are important for more than simply the number of people they know," he says. "Their importance is also a function of the kinds of people they know." Their networks are vast and are primarily made up of "weak ties" -- people that they know peripherally. Weak ties make us powerful. Gladwell points to sociologist Mark Granovetter, whose classic 1974 study, Getting a Job, surveyed 282 Boston workers and found that 56% got jobs through a personal connection. Of those connections, most were weak ties. Only 16.7% saw the contact often, 55.6% saw them occasionally, and 28% saw them rarely. Granovetter argues that when it comes to finding out new information, weak ties are more important than strong ties: "Your friends, after all, occupy the same world that you do. They might work with you, or live near you, and go to the same churches, or parties. How much, then, would they know that you don't know?" Acquaintances are more likely to know something you don't. They represent social power -- and the more acquaintances you have, the more powerful you are.
- Generally, benefits fall into one of six basic categories: information, political support and influence, personal development, personal support and energy, a sense of purpose or worth, and work/life balance. It’s important to have people who provide each kind of benefit in your network. Categorizing your relationships will give you a clearer idea of whether your network is extending your abilities or keeping you stuck. You’ll see where you have holes and redundancies and which people you depend on too much—or not enough.