7/1/2006

Recently, Dr. Karen Otazo spoke with the University of Chicago Graduate School of Business students, faculty and alumni. Here are some of the key messages of her talk:
 

• Relationships are the basis for all networking. You go into relationships just for the joy of connecting with others rather than looking for am immediate mentor. Listening; Likeability; Learning; and Linking are four ways to connect with others to form relationships.

• Listening: Ask lots of questions. Questions unite; answers, or statements, divide

• Likeability: Use eating, drinking and enjoyment time to have fun and relax. This is the time for you to become more personal when you’re in a business setting.

• Learning: Have expertise, current knowledge and something interesting to bring to the conversation. Keep up with current events and trends.

• Linking: exchanging energy and ideas in short bursts through email, phone calls and short chats.

• Small world connections: people you each know who know either of you. Places you’ve lived or worked. Your professional or other networks. Experts of specialists are wonderful small world connections.

• Spread your networking outside of your company: remember cultural and gender differences

• Watch for trust: pick the right person for what you need. Information or action.

• Network far away: when traveling,  make time to connect if even for a drink.

• Extra distance= extra effort: lack of energy and closeness; people’s lives go in different directions – use email, articles, opinions;     don’t overdo gifts

• Something of value to offer: ideas, opinions, updates

• Consultants and recruiters have great networks: keep in touch with those folks

• Connect with where you want to go: in your work, in your life and in your relationships.


 

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 Ask Dr. Karen

Dear Dr. Karen,

I understand how to network my way to a job in another country but have a different problem. I am a highly paid, high-level executive in an American manufacturing firm. If I go abroad I want the same salary, title and status in a company overseas. How can I make this happen? What I do now is operations management which I’ve done in many ways in different companies.

Dear executive:

You have a quandary which many people face in looking at new jobs in or out of their home countries. Your job is to network heavily with search firms who would understand and appreciate your background and capabilities, in other words your value creation capability. These firms should be internationally based and focused in your industry and the countries you would consider. You need to have some special knowledge and experience and a long list of accomplishments. You should also speak the language of the country you want to work in and know about its culture and business needs. Be prepared to spend whatever time it takes to continue your networking. Also, think of what is more important, the overseas experience or the exact package you now have. I know someone who didn’t take a job in China because he didn’t get the salary he wanted and didn’t get a second chance.

Good luck,

Dr. Karen


 

                                                                                                             Ask Dr. Karen a question here!

Peers and Power Are a Potent Mix"

Have you ever walked into a high school locker room or a martial arts class?  The smell that hits you is that of competition and sweat.  In meeting rooms in organizations around the world, the dynamics, if not the aroma, are similar, as peers jockey for power in an adult version of sports competition.

It's no accident that on feedback questionnaires of all kinds, peers tend to mark each other below scores received from bosses and direct reports.

When you enter a leadership role, it's important to realize that the game has changed and your new peers may now see you as competition.

It's usually not personal. A certain amount of distrust is natural, because, now or in the future, you and your peers will be in direct competition for roles, resources, and remuneration. And it's okay, indeed healthy, to develop some caution regarding the motivation and moves of your peers. Otherwise, you could be in for a nasty surprise.

Consider Albert, who relied on another department's research and fact finding capabilities. He soon found that their reports could be biased and that they did not give his group enough information.

Frustrated, he openly complained about the research department and refused to continue using their reports. But Albert soon realized he was burning bridges with his actions. He backed off and approached the problem differently.

Using feedback gleaned from asking his clients what they thought, he let the research department know how the biases and omissions in their previous reports had upset his clients. When the emphasis was on serving clients, not helping a peer and possible competitor, the research department recognized and responded to the need to cooperate.

Given that resources are usually stretched and the interests of departments often don't coincide, developing trust with peers is tricky. Ideally, trust comes from knowing that a peer is able to put the organization's interests before his or her own, and will give credit to other departments rather taking total ownership.

But don't take it for granted that a peer will always act this way. Establish clear guidelines and expectations for your work together. For instance, if you have to split a commission, agree on the percentage split in advance. And constantly monitor your joint efforts, giving quick feedback about what’s working and what isn’t if your peers' work diverges from the framework you set up.

In Albert's case, he found that providing clear guidelines and expectations backed by others was the first step in creating a good peer group relationship.  He also learned that he had to communicate constantly with and test the research team to be sure they were working toward compatible goals.

Remember, a peer today may be a boss tomorrow.  See keep it clean and keep it clear and you’ll be happy that you did.

What did you think of this article? Dr. Karen would love to here your feedback!

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Your feedback is welcome.Please email me at karen@otazo.com