a recent example illustrating the dynamics of influence inside a network of 300+ Business Line Leaders. This example shows some of the common misconceptions about internal influencers.
This document discusses several key topics related to interpersonal networks:
- It outlines factors that influence network formation such as similarity, personality, proximity, and environmental changes.
- It describes important network concepts like degree centrality, betweenness centrality, and triadic closure.
- It discusses Milgram's six degrees of separation experiment and how networks vary in range and density.
- It examines how networks impact jobs, organizations, and performance through information sharing and relationship building.
This document provides guidance on positioning leaders internally through executive branding. It recommends conducting an audit of current employee perceptions of the leader and their internal social media presence. Based on the audit findings and the leader's strengths, a positioning statement should be developed outlining the leader's style and how it aligns with organizational needs. An implementation plan is then outlined to communicate the leader's brand internally and externally through actions, viewpoints shared on internal social media, and by playing to their strengths. The last point emphasizes that a leader's celebrity is increasingly important alongside an organization's brand.
Orglens is a tool that uses social network analysis to map the informal social networks within organizations. It analyzes relationships of work, trust, communication, decision making, and more through a short survey. This reveals the real functioning of the organization beyond formal structures. Insights from Orglens can help with organizational changes, identifying influencers, measuring collaboration, succession planning, retention, and other people-focused goals. Clients report Orglens provides valuable, objective data on previously subjective topics to guide business decisions.
The document discusses several people management issues faced by organizations:
1. A lack of skilled talent due to longer hiring times and increased need for internal development and recruitment services. This creates competitive advantages for those with better talent management.
2. A need for diversity beyond just numbers, requiring a change in organizational culture.
3. Challenges with attraction and retention of talent as candidates consider more than just compensation, looking also at leadership and company culture. Technology is changing recruitment processes.
4. The importance of leadership in creating a high-performance climate and culture, which contributes significantly to organizational success.
How Extraordinary Leaders Double ProfitJim Clemmer
We've spent years decoding leadership trends, and we've discovered a pattern that's likely to pique your interest: extraordinary leaders can double profits.
The document discusses how social media can help new CEOs in their first 100 days. It provides examples of CEOs like Mark Reuss of GM who used Facebook to communicate with dealers during difficult times. New CEOs face challenges like establishing their reputation and communicating changes. Using social media allows CEOs to personally connect with employees and listeners to address uncertainties. They can make their messages repetitive and reinforce their brands to multiple stakeholders at once. While return on investment is hard to measure, social media gives CEOs a low-cost way to connect with important audiences during critical first months.
Networking as a Managerial Tool for Excellence By Dr. Gil BozerGil Bozer P.hD.
A presentation I delivered at sapir academic college on the power of internal and external networking and the need to develop & practice these skills for personal & professional success. Please feel free to share, comment & contact me.
This document discusses several key topics related to interpersonal networks:
- It outlines factors that influence network formation such as similarity, personality, proximity, and environmental changes.
- It describes important network concepts like degree centrality, betweenness centrality, and triadic closure.
- It discusses Milgram's six degrees of separation experiment and how networks vary in range and density.
- It examines how networks impact jobs, organizations, and performance through information sharing and relationship building.
This document provides guidance on positioning leaders internally through executive branding. It recommends conducting an audit of current employee perceptions of the leader and their internal social media presence. Based on the audit findings and the leader's strengths, a positioning statement should be developed outlining the leader's style and how it aligns with organizational needs. An implementation plan is then outlined to communicate the leader's brand internally and externally through actions, viewpoints shared on internal social media, and by playing to their strengths. The last point emphasizes that a leader's celebrity is increasingly important alongside an organization's brand.
Orglens is a tool that uses social network analysis to map the informal social networks within organizations. It analyzes relationships of work, trust, communication, decision making, and more through a short survey. This reveals the real functioning of the organization beyond formal structures. Insights from Orglens can help with organizational changes, identifying influencers, measuring collaboration, succession planning, retention, and other people-focused goals. Clients report Orglens provides valuable, objective data on previously subjective topics to guide business decisions.
The document discusses several people management issues faced by organizations:
1. A lack of skilled talent due to longer hiring times and increased need for internal development and recruitment services. This creates competitive advantages for those with better talent management.
2. A need for diversity beyond just numbers, requiring a change in organizational culture.
3. Challenges with attraction and retention of talent as candidates consider more than just compensation, looking also at leadership and company culture. Technology is changing recruitment processes.
4. The importance of leadership in creating a high-performance climate and culture, which contributes significantly to organizational success.
How Extraordinary Leaders Double ProfitJim Clemmer
We've spent years decoding leadership trends, and we've discovered a pattern that's likely to pique your interest: extraordinary leaders can double profits.
The document discusses how social media can help new CEOs in their first 100 days. It provides examples of CEOs like Mark Reuss of GM who used Facebook to communicate with dealers during difficult times. New CEOs face challenges like establishing their reputation and communicating changes. Using social media allows CEOs to personally connect with employees and listeners to address uncertainties. They can make their messages repetitive and reinforce their brands to multiple stakeholders at once. While return on investment is hard to measure, social media gives CEOs a low-cost way to connect with important audiences during critical first months.
Networking as a Managerial Tool for Excellence By Dr. Gil BozerGil Bozer P.hD.
A presentation I delivered at sapir academic college on the power of internal and external networking and the need to develop & practice these skills for personal & professional success. Please feel free to share, comment & contact me.
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Organization Network Analysis (ONA) is a tool that analyzes the informal networks within an organization. It maps how employees interact and connect beyond the formal organizational chart, illustrating how people collaborate, make decisions, and build trust. ONA measures social capital within the network by analyzing communication patterns and critical connections. It can identify different player roles like hubs, gatekeepers, and influencers. ONA provides insights into areas like leadership development, change management, collaboration, and talent optimization. Sample outputs include visualizing trust relationships, cross-functional interactions, and identifying influencers within the network. ONA helps organizations better understand and leverage the social dynamics that underlie real-world operations.
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This document discusses three common metaphors used to describe how organizations operate: as a machine, as a system, and as a culture. McDonald's is provided as an example of an organization that functions like a machine, with easily replaceable employees who work in specialized roles. The CIA is described as operating like a system, where employees require advanced skills and extensive training, making individual roles less replaceable. Finally, S.C. Johnson depicts itself as a culture, marketing the image of a "family business" to appeal to consumers and employees. The author concludes that Bridgewater College embodies the culture metaphor through its emphasis on diversity and residential campus life fostering close relationships among students.
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The document discusses how social technologies are changing business in the new world of work. It notes that every individual is now a business, decision making is distributed and faster, and companies are becoming more open. It encourages companies to engage professionals on LinkedIn by establishing groups, targeting relevant audiences, and providing valuable content like whitepapers and polls.
More than ever, we need to learn how to harness the power of networks to tackle the complex issues we're facing as a society. Here's a quick guide to the basics of social network analysis.
Interested? Sign up at http://kumu.io
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The document provides advice on how to recruit top talent. It recommends (1) building a list of potential candidates at companies that have raised at least a Series A funding, (2) reaching out to candidates at those companies to ask for advice rather than directly pitching your company, and (3) following up persistently with potential candidates to build relationships over time. The key is treating the hiring process like building important long-term relationships rather than just making a single hiring pitch.
This is First Round's effort to provide an in-depth snapshot of what founders across the entire tech ecosystem are thinking and doing, what they're excited about and worried about, and how they're seeing the market. We surveyed venture-backed founders from everywhere — less than 25% from the First Round community — and received over 500 responses, volunteering their experience and opinions.
Our Mission:
To investigate team conduct during spats, by creating the first codified and scientifically proven application to self-manages minor spats before they become conflicts.
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This document provides summaries of four New York Life employees who exemplify leadership qualities:
1) Philip Cavan started as a phone salesperson and worked his way up to Corporate Vice President through hard work and helping others realize their potential.
2) Maambo Mujala is an Actuarial Associate who leads by example and builds relationships between teams to improve collaboration.
3) Christopher Elson balances enforcing compliance rules with providing excellent customer service by treating all people with respect.
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The Ultimate Question to Ask Your Employees: An Introduction to the Employee ...The Starr Conspiracy
We know employee engagement has a proven, measurable, positive impact on the bottom line. Yet only 30 percent of the workforce is actively engaged. What if you could identify which employees are your most ardent supporters, which are on the fence, and which are most likely to bash you on Facebook or at the local bar — and you could do that in an efficient and even easy way? That’s what you’ll learn in the latest e-book from The Starr Conspiracy Intelligence Unit, “The Ultimate Question to Ask Your Employees: An Introduction to the Employee Net Promoter Score.”
This document provides guidance on planning and conducting effective meetings. It discusses determining if a meeting is necessary by considering if the matter can be addressed otherwise. It recommends planning the meeting by deciding the type and number of participants, and creating an agenda listing topics for discussion. The chairperson should moderate the meeting by following procedures for opening, participation, problem-solving, and concluding the meeting. Effective meetings require advance planning and leadership from the chairperson.
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This document discusses three common metaphors used to describe how organizations operate: as a machine, as a system, and as a culture. McDonald's is provided as an example of an organization that functions like a machine, with easily replaceable employees who work in specialized roles. The CIA is described as operating like a system, where employees require advanced skills and extensive training, making individual roles less replaceable. Finally, S.C. Johnson depicts itself as a culture, marketing the image of a "family business" to appeal to consumers and employees. The author concludes that Bridgewater College embodies the culture metaphor through its emphasis on diversity and residential campus life fostering close relationships among students.
To investigate team conduct during spats, by creating the first codified and scientifically proven application to self-manage minor spats before they become conflicts.
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This document discusses mapping out organizational relationships and cultures. It focuses on establishing relationships and understanding whether an organization's culture is more task-oriented or relationship-oriented, as well as whether it is more difference-oriented or similarity-oriented. Diagrams are provided showing different stakeholders and their relationships. The purpose is to nurture healthier environments for people to work by being aware of organizational dynamics.
The document discusses how social technologies are changing business in the new world of work. It notes that every individual is now a business, decision making is distributed and faster, and companies are becoming more open. It encourages companies to engage professionals on LinkedIn by establishing groups, targeting relevant audiences, and providing valuable content like whitepapers and polls.
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Organizational Network Talks - 001 - Case Example Misconceptions about influence.pdf
1. MISCONCEPTION ABOUT
INTERNAL INFLUENCERS
A case featuring over 300
leaders who are all
members of ONE
business line
SIZE OF SHAPES
The size of a dots is different.
The larger a dot is, the more
nominations a person
received from his or her peers
in the network.
DOTS
In every network, each dot
represents a person
2. MISCONCEPTION ABOUT
INTERNAL INFLUENCERS
The organizational
decision to place the
leaders within four
business units has
already led to
fragmentation and
the development of
silos.
SIZE OF SHAPES
The size of a dots is different.
The larger a dot is, the more
nominations a person
received from his or her peers
in the network.
DOTS
In every network, each dot
represents a person
3. MISCONCEPTION ABOUT
INTERNAL INFLUENCERS
MISCONCEPTION #1:
“I – the top leader of the
business line marked as
purple – know who the
influencers are in my
organization”.
Uhm … No.
Not you. None of
the executives
we have worked
with have ever
guessed the name
of an influencer.
SIZE OF SHAPES
The size of a dots is different.
The larger a dot is, the more
nominations a person
received from his or her peers
in the network.
DOTS
In every network, each dot
represents a person
4. MISCONCEPTION ABOUT
INTERNAL INFLUENCERS
MISCONCEPTION #2:
“The influencers are our
most tenured people”.
Once again, the answer
is no. Let’s shine a
spotlight on some
influential new-
comers.
And do you still
remember the top
leader? This leader
with limited
influence had been
with the company for
more than 20 years.
SIZE OF SHAPES
The size of a dots is different.
The larger a dot is, the more
nominations a person
received from his or her peers
in the network.
DOTS
In every network, each dot
represents a person
1.5 YEARS 1.1 YEARS
5. MISCONCEPTION ABOUT
INTERNAL INFLUENCERS
MISCONCEPTION #3:
“Influence is dynamic”.
That's not entirely
accurate. Influence tends
to stick around.
Despite the leader’s
six-month
parental leave,
his impact remained
steadfast within
his dedicated
business unit.
SIZE OF SHAPES
The size of a dots is different.
The larger a dot is, the more
nominations a person
received from his or her peers
in the network.
DOTS
In every network, each dot
represents a person
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