It Isn't What You Know... (Networking)

Your mother probably told you “It isn’t what you know, but WHO you know that really counts.” You might think that you don’t know the right people to help you accomplish what you want to do, but all of us have networks of family, friends and acquaintances that can help us meet someone who could introduce us to someone else, putting us closer to the right people who can help us.

The importance of networking cannot be overemphasized. In career counseling we often repeat that this really is true. Brian Ray of the Crossroads Career Network affirms:

Most employers first try to recruit people through their personal contacts before they advertise a position or list it on the Internet. Of all the jobs that get filled (85%) are part of this “hidden job market.”[1]

So how do these jobs get filled? Through personal contacts.

Another startling statistic came from a private corporate study that demonstrated that applicants who had been personally referred for a job were 42 times more likely to be selected than those without personal referrals. Let’s say that again. According to this study, your odds of being selected for a job are 42 times greater if you are personally referred.

That’s a 4,200% better chance![2]

Did I mention how important networking is in today’s job market? There are several reasons why this is true, but it all comes down to this: employers prefer not to hire someone who is “unknown.”

Six or Seven Degrees of Separation

Consider the phenomenon known as “Seven Degrees of Separation.” The theory was originated by Stanley Milgram in the 1960s and popularized by a game featuring actor Kevin Bacon in the 1990s. Until recently the concept was considered an urban myth by many, but a study by Microsoft has validated the idea that each of us is no more than seven steps from a direct link to everyone in the world.[3]

Just last week, as we were talking about this in a career transitions workshop, someone mentioned the “Six Degrees of Separation from Kevin Bacon” when another participant commented, “Hey, I know someone who knows someone who actually knows him!”  I suppose that just gave all of us a “Bacon number” of four! Theoretically, I am only four phone calls from a personal conversation with him, so if I did want to meet him, I know exactly who I would call first. (Note to Kevin: don’t sit by the phone waiting for me to call. You are only four degrees from knowing me if you need to talk.)

Another Illustration

The most effective leaders are good networkers and they are not hesitant to work their contacts.

Some Greeks who had come to Jerusalem to attend the Passover paid a visit to Philip, who was from Bethsaida, and said, "Sir, we want to meet Jesus." Philip told Andrew about it, and they went together to ask Jesus. (John 12:20-22)

In case I did not mention it earlier, your mother was right—WHAT you know is not nearly as important as WHO you know. (Thanks, Mom!)

Hints to Leaders and Followers

Start a list now of people who could be good resources to help with future projects or could provide a good recommendation. Maintain good relationships by staying in touch with old friends. Give someone a call this week.

© Dr. Larry N. Gay, September 2010

http://mylead360.blogspot.com/

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[1] Brian Ray, Maximize Your Career in the New World of Work, Crossroads Career Network, http://www.crossroadscareer.org/.

[2] Ibid.

[3] http://www.redorbit.com/news/technology/1507844/seven_degrees_of_separation/ , Posted on 3 August 2008.

Lead by Example, Not by Exemption

In response to last week’s article, a reader (who wishes to remain anonymous) wrote:

Your observations about self-serving leaders (his words) are appropriate.  Too many leaders…don't take seriously their responsibility to care for the people they are supposed to be leading.

A turning point for me personally was when I was a young military police lieutenant in the Army.  During our training as officers we were told that if we ever had to take out a sniper in a building, we would be the first ones in and our soldiers would come in behind us.  I was shocked.  Number one, because I realized that in combat I probably would not live very long, and number two, because I realized that the Army expected me to value the lives of my people more than I valued my own.  After my initial moment of being somewhat stunned, I internalized the lesson, and I have never forgotten it.  “A leader gets paid to lead.”

Another illustration is that among Army paratroopers, it is a time-honored tradition that the highest ranking officer on the plane is the first one to jump.  

The older I get, the more I appreciate what Jesus did, and the more I appreciate the example that He gave us.  

My friend is right. It is a dangerous thing when any leader begins to think of himself (or herself) as indispensible and exempt from the rules that govern the people he or she leads. The best leaders lead by example, not by exemption. Here is a simple formula for effective leadership from the Apostle Paul: 
 

1. “Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment.”   (Romans 12:3)

2. “Do nothing out of selfish ambition or vain conceit, but in humility consider others better than yourselves.” (Philippians 2:3)

3. “Each of you should look not only to your own interests, but also to the interests of others.” (Philippians 2:4)

In summary, Paul says, the leader should have the same attitude that Jesus showed:

“(He) made himself nothing, taking the very nature of a slave.” (Philippians 2:5-7)

 

Can you imagine how the atmosphere in your workplace might change if you started a new trend by adopting these simple principles? Simple, but very difficult to embrace because our natural tendency is to think of self first and others last (if at all). The most effective leaders demonstrate an attitude of service to others. In response, the people they lead tend to follow with loyalty and dedication to the task.

Hint to the Leader

            What kind of example would people say you are setting for the people you lead? Try to think of one way you could begin to implement leadership by example instead of exemption.

Hint to the Follower

             Remember, your leader has needs too. Look for ways to serve without being asked. Even if your own leader does not set an example of servanthood, you can still exert your influence by being an example to others. Something as simple as giving up your place in line can make a difference.

© Dr. Larry N. Gay, September 2010

http://mylead360.blogspot.com/

React to the Crisis or Respond to the Opportunity

            There is a difference between reacting and responding. We initially react to an emergency or crisis in an automatic self-protection mode. Responding, on the other hand, is intentional and requires thought, preparation and training. 

In an emergency the people closest to the event initially react to the circumstance. For example, when a gunshot is fired unexpectedly close to you, you might immediately be startled and crouch down or let out an exclamation or run in the opposite direction. A friend from the past who had been a prisoner of war and suffered from Post Traumatic Stress Syndrome would do all three in reaction to any sudden loud noise, even years after he was released. He would yell out “Hit it!” and jump to the ground or under a table faster than you could turn to see where the voice came from. That reaction was automatic in his case. Some would call that a conditioned response, but it was in fact an involuntary reaction.  

            My wife’s first reaction to seeing a spider is to run and call out, “Larry, come quick!”  That is also an automatic reaction. I suspect she does that even if I am not in the house at the time.  

            When we call 911 for help in an emergency, the first people to arrive on the scene to provide help are called “first responders,” not first reactors. The first reactors were already present and are probably victims of the emergency. Even if they were only witnesses to the event, they are likely to have been traumatized by what they saw or heard. Calling 911 was the first planned response, although even that might often be an emotional reaction. I don’t know what to do, so I panic and call 911. A lot of calls to 911, like a lot of visits to the emergency room at the hospital, really do not require emergency medical personnel.  Many calls for emergency help could be handled by people already on the scene if they were prepared to respond and not just react. First Aid and CPR training are designed to help people take control of the situation and respond in spite of their natural tendency to react by getting out of harm’s way or running from responsibility.

Respond Responsibly

To respond is to act responsibly. In fact, the words respond and responsible have the same Latin root word. My first reaction to a crisis will probably not be the best response. Reactions tend to be emotional while responses are more controlled.

React	vs	Respond
–      Emotional –      Spontaneous –      Unplanned –      Unprepared –      Uncontrolled (at least initially) –      Allows the other actor to be in control –      Victim		–      A choice –      Measured –      Planned –      Prepared –      Controlled –      Takes control and responsibility for own actions

Where do YOU Draw the Bottom Line?

            In the current economic downturn, most businesses have reacted to the crisis by drawing the bottom line too soon. Their reaction to the crisis has been to downsize and reduce costs by eliminating numbers of employees in an attempt to make their balance sheets look more positive for stockholders. With a good “bottom line” the corporate executive can look good and perhaps even be rewarded with a bonus from the savings.  

            An alternative would be to count the human cost in the bottom line and consider the stewardship responsibility these businesses have for their employees and to the community they should be serving.  As stewards of these resources, businesses should be looking for ways to not only keep the employees they have, but even how to add more jobs. What if the executives in an organization decided to forgo any bonuses and all the employees agreed to take a 10 percent cut in pay so no one would lose their job? What if, the executives looked at their own salaries and determined to downsize their own lifestyles to make resources available to add more employees and thereby increase the productivity of the business?   

            That sounds unrealistic, doesn’t it? Even so, as a leader you have been given a stewardship responsibility for the people you lead. Your personnel are not an expendable resource.  When your employees see that you actually care about them as people, that you are looking at the new opportunities to respond and not just react to the circumstances and that you are trying to work with them to find appropriate responses, what do you think their response will be?

Hints for Leaders:

A crisis can become a new opportunity if leaders take time to respond responsibly. What opportunity is this unexpected situation presenting? How should you respond? How can you lead your people to seize the moment, take responsibility and act as responders and not just reactors? Be careful not to spend so much time, energy and resources preparing for future scenarios that you miss the opportunity to adjust to unforeseen circumstances.

Hint for Followers:

How have you reacted to the most recent crises in your environment? How could you respond differently from your initial reaction?  What opportunities might be presenting themselves for change, growth or improvement? What responsibility do you have as a result of this opportunity? 

© Dr. Larry N. Gay, August 2010

http://mylead360.blogspot.com/  

P.S.
Consider the stories of Sarah (Genesis 18:1-15) and Mary (Luke 1:26-38). Both received astonishing news by a messenger from God. Both would give birth to a son. Both reacted initially with incredulity because this would be beyond the normal realm of logic—Sarah, because she was too old and beyond normal child-bearing years; and Mary, because she was unwed and had never had sexual relations with a man.  The comparison ends there, however. Sarah continued in her reactionary attitude with an emotional (perhaps even sarcastic) laugh expressing her doubt. Mary had a different response. "I am the Lord's servant," Mary answered. "May it be to me as you have said." (Luke 1:38) 

WOW! What different responses!