by Lynne Waymon, CEO of
Contacts Count LLC
You see it happening before your eyes. The old “Command and Control” culture is
disappearing. In some organizations, it’s
already a goner.
But old ideas have a sneaky way of hanging on. You may hear people around you give voice to one
or more of the 7 talent development myths below. But, you know, to stay in the game you need
to speak up about new business strategies and the new skills people need to work
together.
Be on the lookout for these misconceptions at your organization
and be ready to take a stand in support of the new Network-Oriented WorkplaceTM. In this new environment people in every job
type and at every level need skills to help them connect, converse, and
collaborate –face to face –not just electronically! That’s the way things get done, innovation
happens, employees feel more engaged, and your business stays competitive.
Myth #1: “Our people already know how to
network.”
Really? I wouldn’t be so sure. When 549 people from all walks of life took
our Networking Competency Assessment,
their employers were shocked. Only 32% said, “I know exactly who I need to have
in my network.” Only 39% said, “I know the next step to take to make any
relationship more useful.” Only 39% said, “I know questions to ask that will
move the relationship forward.” And a paltry 41% said, “I tell stories that
teach about my team’s or my organization’s capabilities.”
Myth #2: “Nobody can learn
how to network. You either have it or you don’t.”
Not so. Networkers are made, not born.
Contacts Count’s client research shows that only about 20% of people are
“natural networkers.” We’ve identified 8 competencies that outline a multitude
of skills for the other 80% to learn.
And the natural networkers also pick up new perspectives and tools. Anyone can learn to put the tools of
networking to work in the service of business goals.
Myth #3: “Everyone’s
connected. Look at all the money we’ve spent on social media!”
Good! But, that’s like saying, “I have
a phone, so I have lots of friends.” Having the ability to connect
electronically is not the same as knowing how to build trust-based
relationships that spark innovation, get things done, and bring in new clients.
Even in this electronic age, training
programs need to focus on the face value of face-to-face contact whenever
possible.
Myth #4: “Networking
is an expensive time waster. All that
socializing brings very little real value.”
Not so. Ben Waber a visiting scientist
at MIT reports that, “Employees who ate at cafeteria tables designed for 12
were more productive than those at tables for four, thanks to more chance
conversations and larger social networks.” Imagine what happens when people are actually
taught how to make conversations even more productive. Value soars.
Myth #5:
“Collaboration and networking are the same thing.”
Not quite. Networking skills are the tools and strategies
people need to build the kind of trust that leads to collaboration. When you trust someone, it means you’ve
decided there’s very little risk in relating to them – and the work can get
done.
Myth #6: “We’ve told
all of our people to collaborate.”
Sorry! It’s takes more than a decree
from above to create a culture of collaboration. Savvy organizations get rid of
the disincentives and roadblocks. And they put into place the systems,
policies, procedures, and training programs that will develop, encourage, and
support collaboration.
Myth #7: “You can’t
expect our attorneys (product managers, software engineers, budget analysts, scientists,
consultants, researchers, etc.) to develop business. That’s why we have a marketing
department.” Time to give up that
outdated idea! In this competitive world, business
development is everybody’s business, no matter what their function or
level within the company. As one CEO told us, “I want everybody who works here to be our ambassadors in casual
conversations, at conferences and meetings, and even in their social circles!
You can’t buy that kind of visibility in a million ads.”
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