HIGH PERFORMANCE LEADERSHIP

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Harsimranpal Khalsa – 28
Dheeraj Mahajan – 34
Vijayraj Shetty – 53
 ARTICLE OVERVIEW

• SEE NETWORKS AS SOMETHING YOU CAN, AND NEED

TO, MANAGE

• KNOW ABOUT DIFFERENT NETWORK FORMS

• UNDERSTAND SOME OF THE ACTIONS YOU NEED TO

TAKE TO MOVE YOUR NETWORK FORWARD
LEADERSHIP

Process of social influence in which one person can

enlist the aid and support of others in the
accomplishment of a common task

It is the ability to successfully integrate and maximize

available resources within the internal and external
environment for the attainment of organizational or
societal goals
NETWORKING

Creating a fabric of personal contacts to provide the

support, feedback, and resources needed to get things
done

What YOU know is WHO you know

Generating free publicity for yourself

 WHY LEADERS FAIL AT NETWORKING

Many don’t have the time to Network

Some consider it unpleasant

Others feel that they are wasting time

Networking is insincere or manipulative – an elegant

way of using people
 IMPORTANCE OF NETWORKING

Networking provides social contact and stimulation

Networking builds trustworthy relationships

Networking is a two way process that can enable you

to help others

Networking is a proactive job search method

 SHORTCOMINGS OF NETWORKING

Choose your contacts wisely and ensure that you

maintain confidentiality at all times

Some people are network leeches

 LEARNING EXAMPLE

 HENRIK BALMER became the production manager and a

board member of a newly bought-out cosmetics firm

 Improving his network was the last thing on his mind . The
main problem he faced was time. He used to be busy guiding
his team through a major upgrade of the production process and
then think about strategic issues like expanding the business

 Networking was an unpleasant task of trading favors with

strangers, was a luxury he could not afford
 OPERATIONAL NETWORKING

Involves cultivating relationships with people you

need to accomplish your job

To find network members: Identify individuals who

can block or support a project
 OPERATIONAL NETWORKING

 Purpose:
To get work done & get it done efficiently

 Location & Temporal Orientation:

Contacts are mostly internal & oriented towards current demands

 Players & recruitment :

Key contacts are relatively non-discretionary

 Key behaviors:
Building strong working relationships
 LEARNING EXAMPLE

In one case , Alistair , an accounting manager was

suddenly promoted to Financial director by the co-
founder. Acting on hint from the founder that
company might go public ,Alistair undertook a
reorganization of the accounting department &
succeeded brilliantly in upgrading his team’s
capabilities . But he missed the fact that only
minority of seven person board shared the founder’s
ambition & discovered later that all the time
cleaning up the books might have been better spent
sounding out his co-directors.
 PERSONAL NETWORKING

Involves managers gaining new perspectives

through professional associations, alumni groups,
clubs etc.

Provides very powerful referral potential

 PERSONAL NETWORKING

Purpose:
Enhancing personal &professional development

Location & temporal orientation:

Contacts are mostly external , oriented towards current interest &
future potential interest

Players:
Key contacts are mostly discretionary

Key Behaviors:
Reaching out to contacts who can make referrals
 LEARNING EXAMPLE

imothy , a principal in a company, like his father

stuttered . To solve this problem, he began
accepting atleast two invitations per week to the
social gatherings. Before each event , he did
background research on the other guests so that
he can initiate conversations. His interest in
conversation helped him forget himself and
master his stutter.
 JOURNY OF MANAGER TO BUSINESS LEADER

 When manager convert themselves from functional

manager to business leader, they must start to concern
with broad strategic issues

 All people outside their immediate control are always

figuring out their own contribution fit into the big picture
ACHIEVE ORGANISATIONAL GOAL
REQUIREMENT OF MANAGER TO
FORMULATE BUSINESS

[1] Diverse affiliation

[2] Background
[3] Objectives
[4] Incentives
LEARNING EXAMPLE

Consider Maria a manager who is rising steadily

through ranks in logistic & distribution, but she
surprised to know that the CEO was doing
some radical reorganization of her function that
would strip her of some responsibility . When
the time of increment comes , she had failed to
notice shifting priority . Although she had built
a loyal higher performing team, she had few
relationship outside her group to help her
anticipate the new imperative. She hired
consultant to help her counter proposal but
Maria’s boss simply concluded she lacked a
broad longer term business perspective,
frustrated Maria contemplate leaving company.
LEADER’S JOB
LEARNING EXAMPLE

Sara who managed a department in

large company , She was described as
non functional woman. When internal
opponent asked her why she didn’t
seek help from anyone in organization,
She replayed “I can only do what I
think is ethical and right thing from my
perspective”. This nature cost her the
respect & support from co-worker.
Eventually she had no option but to
leave the company.
 IMPORTANCE OF STRATEGIC NETWORKING

 The key to good strategic network is leverage; The ability to

move information & resources from one sector of network to
achieve result in another

 Strategic network use indirect influence , convincing one person

in the network to take needed action

 Strategic networker don’t just influence there relation &

environment , they create their own image by moving & hiring
subordinate. Sara neglect such tactics but her opponent did not
 SHORTCOMINGS OF STRATEGIC NETWORKING

Strategic networking can be difficult for emerging

leaders because it absorb a significant amount of
time and energy that manager devote to meeting
their operational demand, This is the reason why
many managers drop their strategic network when
thy need it most
 LEARNING OUTCOMES

Effective leaders are effective Networkers

Networks are Important and tend to follow you

everywhere

Figure out the style of networking that works for you

as you move higher in an organization
 THANK YOU
Harsimranpal Khalsa – harsimran15@rediffmail.com
Dheeraj Mahajan – drm326@yahoo.com
Vijayraj Shetty – vijayrajshetty@hotmail.com