Networking is an invaluable part of L&D and yet is very rarely even recognised by experts. Why?
Most people dislike networking. It is natural as it makes people feel under some pressure; to be socially outgoing, to appear confident, to talk to strangers, to sell or be sold to, to meet people they have little shared interest with. All very natural. However, this is not why networking is important.
The value of networking lies far less far more in one’s listening skills than in one’s social skills. The value in networking is that it provides access to the views of other people which can only improve the listener gain a fuller and more balanced perspective on the industry, and issues. Of course, the more socially skilled a person is, the more relationships are formed and more information gained. It becomes a positive cycle of learning.
How can anyone make the most informed decisions without understanding the various perspectives around the issue. Within most companies, the thinking often becomes too narrow and dominated by internal issues. To understand a perspective, one needs to hear the views of others from all sides of the discussion.
Back in 2007, the great All Blacks lost on the QF of the Rugby World Cup to France. The nation was outraged and focused a lot of its wrath on the referee on that day – Wayne Barnes. However, to the credit of the management team, they analysed the situation and believed that the players had become so intense in their rugby. The management made all the players take on an outside interest - work with a charity, a small business, a local initiative - and gradually, their decision making in games became that much better as they possessed a more balanced perspective; they were less intense on their rugby as they had come to understand there were bigger issues in life than just sport.
The team became world champions because their mentality developed, broadened and grew stronger. This is what the value of networking is really about. It is understandable that many think of networking and then relate it directly to their own fears and vulnerabilities. However, one of the major problems for many companies is too often their own people do not possess the depth of mind-set and knowledge in which to really be competitive. It has become a well commented upon problem as many have become so removed from broad perspectives that their own decision making has become less effective. Many market-leading organisations have commented on their concerns over an erosion in knowledge and just how often people talk from their own perspectives rather than with a balanced perspective. The result is inevitable. It will lead to poor decisions being made.
The challenge for most companies is the same as it was for the All Blacks in 2007; to develop the mind-set of their teams, to grow the base of knowledge and to help support stronger decision making.
Networking is an invaluable part of L&D and yet is very rarely even noted. Of course, it helps to develop industry relationships and it may well open doors to business opportunities but the starting place lies with listening skills, growing knowledge, understanding and a broadened mind-set.
If one reverses the fear of networking by asking the simple question, how can one expect to be knowledgeable without listening to the views of others in the industry? How can anyone expect to reach the highest level without a strong external network?