In her recent post on networking, guest blogger Dr Biljana Stojkovska described how she had created a network that she’s found highly beneficial to her career development. In this and my next post, I’ll explore how you can create your own support network. I’ll be drawing on the approach outlined by Zella King and Amanda Scott in their book ‘Who is in your Personal Boardroom: How to choose people, assign roles and have conversations with purpose.’
Don’t be put off by the term boardroom. You don’t have to work in a corporate organisation or in a senior leadership role to benefit from the approach suggested. You can reframe this as asking yourself who is in your career corner, if that feels more comfortable.
The authors ascribe 12 different roles to each of the people you could usefully include in your personal boardroom. Each role plays a different, but complementary role in supporting your career development. In this post, I’ll explain the different roles and what each offers. I’ll suggest some initial actions you can take to begin creating your network.
An introduction to the 12 different roles
Information roles:
Customer Voice Helps you understand customers, context and business opportunities.
Expert Gives sector-based advice or specific expertise.
Inspirer Inspires new ideas and fresh approaches.
Navigator Knows who’s who and how things are done within your organisation or sector.
Power roles:
Unlocker Provides access to resources: time, money, information.
Sponsor Will endorse you and champion you to others.
Influencer Works behind the scenes to hep you get things done.
Connector Will make introductions to those who can help.
Developmental Roles:
Improver Gives frank, constructive feedback on your performance and development.
Challenger Challenges your decisions and thinking, helping you to see blind spots.
Nerve-Giver Boosts your resolve, reminding you why you’re doing what you’re doing.
Anchor Keeps you grounded and helps you focus on work/life balance.
Why create a network of people to support you in your career development journey?
In reaching out to others, most people will be willing to support you to succeed. You’re more likely to achieve career success sooner by building a network than you will alone. Very few people are intentional in the way they approach networking.
You may have given support to less experienced member of staff yourself- perhaps as a buddy or mentor. It can be very rewarding to be a giver as well as a receiver of support, expertise, advice and encouragement.
By considering the ideal mix of people who can help, you will be surprised at how much of a positive impact this can have on your career.
Defining your goal
Before you decide who you would like/need in your career corner, focus first on what you want to achieve. Being clear in the support you’d like from those in your corner will help secure buy-in from those you approach.
- Are you about to lead a big important project?
- Is it about defining what you want to achieve in your current role?
- Do you want to establish yourself in a new leadership role?
Each of these reasons will require different kinds of expertise and people.
- A project requires you to establish what you want to achieve. What’s the end goal/impact you’re seeking?
- Exploring what you want to achieve in your new role requires you to explore how you can be the best you can be.
- As a leader in a new role, it will be more about understanding your purpose and vision.
Write down your goal.
This might read: ‘I am hoping to/aiming for.……'(insert goal).
‘I wondered if you might help me by.….'(be specific about what you want them to do.
Action:
Start to draw up a list of possible candidates against each role. Reflect on what each could offer you, bearing in mind your particular goal. Some may be obvious contenders; your line manager for example, if she/he is supportive of you. They may fill more than one role, leaving you fewer roles to fill.
There may be 1 or 2 candidates within your immediate circle. For some roles it may be beneficial to explore people in different departments who have specific expertise. Sometimes someone within the same sector but different organisation may add value. Try to consider people with different backgrounds, genders and ages so you don’t end up with ‘group think’.
Next time
In my next post I’ll explore how to manage your relationships to get the most from your network and develop your career. This may be helpful if the very thought of networking brings you out in a cold sweat.
