We've talked about a number of aspects of networks. I think we have the building blocks in place to think about how to systematically actually manage professional networks. I'd like to talk about a little case with you to see how, you would approach that. We'll work through it together. Put yourself into this position. Mm-hm. I can congratulate you on having a PhD in Ecology and Environmental Science from Columbia University and congratulate you on having a new job. Thank you. You now work for the Carbon Disclosure Project. They have an office in Beijing and they want you to head one of their supply chain projects. You know the Carbon Disclosure Project actually. Yeah, I know about this project, yes. Yeah. You know that they're working with companies, investors, cities, and governments to work towards environmental stability essentially by measuring environmental impact. This supply chain program for which now you are, congratulations, the project leader, is essentially working to identify environmental risks in supply chains. That's what large global companies really worry about that their supply chain they're going to be interrupted by these risks and they, help identify those risks and work to counter them. The interest for the Beijing office, that's where you get your job for, is to involve more of the local manufacturers in that. There's a number of big US companies that CDP has worked with they wanted to also involve the the major Chinese firms in the region. Companies like Ali Baba and and Lenovo and their suppliers essentially. You can imagine that job relies a lot on, relationships. Yeah. That is going to be part of it both within the organization, within CD, and with external partners. That's your task. To manage that, how does that sound? It sounds like a challenging task because I'm not so sure I even have a network over there. I don't even know if I can make a significant contribution to build a network. It's challenging. Yeah. What can you contribute to those relationships? Those are all good concerns and often when we think about it, we have to build our professional network. It seems like a daunting task, where do you start. Let’s break it down. One of the things that we made a distinction, how to understand networks is to think about the notes, the ties and the overall network structure. We can take those one by one. Okay. Alright, so we are starting with the notes, who would you want to connect to? That's the goal is to involve these major Chinese manufacturers, ultimately in the programs. Who would you try to target, as your first connections? First I would expect to find someone who is willing to build a relationship with me. That's a good starting point. It's frustrating if you're trying any other person that's not really willing. Turns you off kind of from the entire kind of networking efforts in the first place. Yeah. Okay, so somebody who is willing. Then, someone who has interesting ties such as like a broker. A broker would probably have connections with different kind of suppliers. So somebody who has connections to the business community out there already Great, your instinct is spot on. You want to reach out to people that already have connections that might be helpful. Those people of course, those brokers right as you, identified them but the tricky bit is that often a lot of people want to be connected to them, Because they know they're well connected. I would want to benefit from those connections too. And then in its exactly this kind of willingness issue that you, that you raised earlier. What can you offer the relationship that will actually help you out. It's a little bit of a balancing act. Yeah. You probably don't want to go to the to the greatest power broker in Beijing first Because it's unclear- Mm-mm. -why would they be willing to build a relationship with you? But, still, people that are more little bit more approachable would be good. Would you go for a senior or more junior people on your level or above your level? In the first step I would start with the peers at first. Mm-hm. Why? I think it's easier to get closer with them. Right, and change context, I mean, particularly generally, but especially there's more distance to authority figures higher up on the hierarchy. Are there any ways that you could connect to more senior leaders? Well if I want to connect to a senior, I probably will try to ask their advice instead of asking for collaborations. Yeah, exactly. You get their input, their stage insights that they have, that they can share that quick thought. This is a good, good step to get them involved and it generally clearly you want to make sure that you're not coming across as too instrumental. That I’m only connecting to you to use you as a stepping stone to get other contacts right? Mm-hm. That brings us to the next point How do we actually create the relationship in such a way that, that people feel that this is really a good race protocol, mutually beneficial time. Before we get to the quality of the ties though, what makes people connect in the first place? What drives them? I think first you want to find someone who has. similar things. similar things. And then who are close to you. Proximity, yeah. And probably want to find someone who has a common ties with me. Exactly, so shared ties so those are main mechanisms. Similarity what similarities would you build on? For example, like, whether we are both in ecology. So other PhD's in environmental science. Yeah, so could go on. Or some people who are working in the similar positions. Yeah, as you said before: peers. People that are also project leaders, maybe also recently hired. Another similarity that you might want to consider to facilitate establishing your ties, might also be a similar disposition. People that think in a similar way, have a similar attitude, similar way of interacting. Mm-hm. That could be helpful as well. Proximity, I think here is fairly obvious. So from, like colleagues in the same office? the local office, or even the local community of environmentalists, right? That could be helpful. It makes it easy because you don't have to, you can do face to face interactions that help build trust, so on and so forth. And share ties is the last one Mm-hm. Any ideas for the share ties that we leverage? I can probably ask my supervisor in Columbia to suggest some of his friends. Yeah, maybe they have, at least in the academic community I'm sure they have connections in China. Like maybe even they have connections to the business community that it's been interacting somehow. You identify people that might help you there. those are your brokers, actually, so, that help you connect. one step beyond those three as you know, of course, is to look for shared activities. If you don't see opportunities from shared characteristics, or proximity or from these shared ties, find activities to engage in that might bring you into contact with people that otherwise would be difficult to get in contact with. Mm-hm. So in this particular case, conferences, maybe? Associations, business associations to run into people. It's not quite accidental, it's very deliberate, but it, provides an opportunity ultimately. Once you've given yourself the best chances for making those connections by emphasizing similarity, proximity, share ties, share activities maybe. What would you aim for in terms of what kind of quality should those ties have. What would be the most important thing in those relationships if you don't mind? I think trust is quite important. Mm-hm. And reciprocity. Yeah, so you want to make sure it's a reciprocal relationship. Yeah. Why in this particular context do you think that's critical, the trust reciprocity? Give and take relationship. Yeah, exactly. So if I want someone to give me something I also need to offer them something. Exactly, especially since you're a newcomer in the organization where again there is this risk that you seem very instrumental. You're just trying to kind of get things from people. Question, what do you offer? Question, what do you offer? What can you offer in the social exchange that's happening there? My scientific background. That's important in this context, is being able to, measure environmental impact. That's a hard thing to do, companies want to make sure that they're doing it the right way, the legitimate way, the respectable, scientifically respectable way. So that can be helpful. And you have your ties from the scientific communities as well that you can contribute. So that could be your resource in a way. And clearly you're a very smart and pleasant person to be with. That's something that you can bring and the way that I've experienced you I think there's also the opportunity. You want to be team oriented. You want to work really closely together, you're willing to offer, you're willing to engage in a collaboration. That's an important quality. Mm-hm. Any liabilities that you can think of? Probably my personality. That's a harsh criticism, I think there is lot of your personality that actually is a strength like as an asset. Yeah but I'm particularly conservative. Now? Yeah, when comes to making initiative. Yeah, to initiate relationships. Okay, so you're little more of a quite introverted type and that is important to recognize as you're, thinking of how to establish those relationships. You might not want to connect to the greatest party animal in Beijing. It's somebody who's super extroverted, even if they're great a contact they might be a problem, they make the connection. And you, might not want to do it in a context where you have, you know, hundreds of people fighting for the attention of the CEO. You're not going to be the one going and saying we should talk You want to pick the right context that's your style, and as you say your personality in a way. Okay, so let's say that works, you pick the right situation, now you have the connection. What do you want to do as a next step? Need to maintain it. Yeah, need to maintain, and even develop it further. Strengthen it in a way. So how do you do that? It requires time and effort. Yeah In maintaining a relationship. Yeah, and you signal throughout. And repeatedly, the value you follow up on the connection that you've made. You clearly recognize that you appreciate what they have you know, have given you in terms of time and effort and attention. And make sure that you, are staying consistent to your promises If you've promised to help, if you've promised to share information, follow through. People have a sense that, you're a very reliable kind of reliable person. Good contact to have in a sense. That brings us to the last one, the overall network structure. So, for this particular job that you had, that you're faced here bringing in new partners, new manufacturing partners for the project. What kind of overall network structure, in your organization, and beyond, do you think you need? Something that's kind of close and dense or some day it's going to open more brokerage. I think it will require both kinds of networks. Yes, when in doubt go for both. Yeah, and first off, the open network can help me find new ties to new partners. So that's important for my job. Exactly, that's the key challenge also To really bridge those structural holes, if you will. To those new partners But, on the other hand, the network can help achieve that. Mm-hm. To reach those new partners. Exactly, All right, so, if you build trust in relationships, you can have people then help you. Based on those closed collaborative trust relationships, to help you make connections. And also even if you make those connections people feel that you really plugged in. You have these, really strong connections to local community of environmentalist, business and so on and so forth. That can be a huge asset, because it makes you trustworthy. We wont just seem like somebody who is playing the network game but no, nobody trust. So that can be a benefit, that's why you want to go for both. One thing that I would mention is that as, that as your developing kind of that overall network structure. your strategy of combining open and closed I think is, is going the right way. One of the things you want to be aware of is to actually reduce dependencies that you might have on a particular broker, You said at the beginning you want to look for brokers. But at the same time, since you were, your whole purpose went for this project is to find connections. If you only rely on one broker to make these connections happen that makes you and the entire organization incredibly vulnerable, So in that sense, I think your strategy of combining some closure with some openness, that's a good one. Because you want to have multiple pathways essentially to those external partners that you want, okay. Good, so I think that, that breaks down your daunting task of developing your, your professional network somewhat, Looking at the notes first what kind of ties, how do you establish the ties, what is the overall structure that it would be like. And and I like in our discussion, your suggestions. We focus, basically, on the strength of the ties, or the quality of the ties, rather than the, the quantity. You might want to focus on diversity, Connecting to different people that contribute different things, but doesn't mean you have connect to 500 people. And kind of then play like yeah play, play one of those contacts because those will come, If you have good relationships, they will always, you know, they will be more contacts that come in the future. 'Kay? Thanks.
