SirsiDynix Institute:

Networking and Politics: Influencing Action to Get The Right Things Done

9.27.2006

 

NOTE: some missing information will be added when the presentation is archived

 

presenter: Donna Scheeder, Director, Law Library Services, Library of Congress

dsch@loc.gov

 

 

Good ideas do not implement themselves.

People will cooperate because they trust you; work is collaborative; you must be able to build relationships to get things done.

Leaders must persuade and prevail upon others to establish common goals.

Must find the common ground; bring people together.

 

(missing)

Many people have a negative connotation of the word "politics:" manipulation, etc.

There is also a positive side.

positive influence:

• goal is bringing people together to get the right things done
• right things further the goal of the organization
• * seeks to be inclusive (include as many people as possible)
• collaborates
• builds consensus through compromise
  • compromise isn't sellign out; it's placing the organization's goals in a way that they can be accomplished

negative influence:

• goal is to gain personal power
• personal aggrandizement at the expense of the goals of the organization
• isolates individuals and groups
  • deliberately not inviting people to meetings because they might disagree
• wastes knowledge capital

 

Networking and Politics

• Influence is based on trust.
  • have something in common with
  • have positive experiences with
  • will participate in the organization/project/meeting
• Trust is based on relationships.
• Networks are a key to relationship building.

 

Q: What if a group doesn't want to cooperate, and our leaders don't want to do anything to change the situation?

A: Have to take the long-term view. Maybe instead of dealing with the leader, you start to build relationships with people in that group. Have coffee with people. Sometimes the problem is that we try to build relationships in meetings or right when we need them, and that's when it's hardest to do. Get to know people before you need to collaborate with them.

 

Q: It's hard to not teeter into personal details; how far should you go?

A: You can talk about what people want to talk about--how was your weekend--they'll tell you what they want you to know. Ask questions, and listen to the answers--that's the key. If you get a negative response, you've learned something about them, as well. Overall, people like to talk about themselves.

 

What is a Network?

Many definitions:

• an extended group of people with similar interests or concerns who interact or remain in informal contact for mutual assistance and support (prefers this definition)
• an intricately connected system of people

 

Network vs. Networks

We speak of a single network when actually we belong to many:

• business
• community
• social (activities, groups)
• family

 

Often, these networks can be employed to help each other.

 

Audience Survey

How many networks do you belong to? Write them down.

family (brockmeier)

family (hoffman)

hsu-cs

hsu-art

hsu-bya

hsu-general

unt-willis

unt-cdl

 

When was the last time you cross-connected your networks?

Librarians are great connectors. We connect people with information/material, and also identify people who are great sources of information. We are constantly putting people together; this is often true in our personal life, as well.

Put people together that can benefit from knowing each other.

 

Are You a Power Networker?

• people collectors
  • interested in knowing the people that are around them
    • introduce yourself to everyone within three feet of you at a meeting or party (trade info/business card, ask how they are)
• listeners
  • most important
  • start a conversation with a question
  • listen to the answers; that information may be valuable to you later
  • often, people are thinking of what *they* will say next instead
• connectors
• volunteers
  • helps build relationships and trust
  • builds network

 

The People Collector

• you get to know by name as many people as possible because you like people
• you don't just know their names, you remember things about them
• you make it a point to introduce people
  • help other people build their networks, as well

 

Strategies for People Collecting

• the 3 foot rule
• make notes on your business cards and organize them
• research who you're going to meet (mention that, also--I've read your speeches...)
• helps you formulate a conversation-starter that relates to them directly
• join organizations & attend meetings
• be inclusive; collect a diverse group of people

 

Power Networker Listen

• listen more than they talk
• have done research and can open conversation with question
• listen to answers to questions and remember
  • ask questions later related to answers ("how's your son?")
• are not afraid to show compassion
• acknowledge the successes of others
  • send an email; let them know that you appreciate what they've done

 

Power Networkers Connect

The more networks you develop, the greater your potential for power networking.

• they welcome those new to an organization and introduce them to others; take them under your wing
• the more people you collect and the more you learn from listening, the greater your power to connect

 

Power Networkers Volunteer

• gain trust through doing a good job
• visibility...

 

Q: Can a person be a power networker if he/she is outside the level of your authority? can you network with the director of your library?

A: Yes. Everyone has to get in hallways or elevators; great levelers. People tend to be quiet; you should always say hello, how are you doing. This is all about breaking down barriers of titles; the personal approach. I'd like to think that everyone in this seminar is a knowledge leader; you are respected for what you know about what you do in your position at work. You don't have to be a manager to be a leader; you do have to be somebody who's good at what you do, is involved in continual learning, and is respected by the people you work with.

 

Q: How do you approach collaborating with individuals who have reason not to trust?

A: (later)

 

Slides will be available for download at the end of the presentation.

 

Tips to Gaining Influence in the Workplace

1) Building Relationships

• politics is based on trust

trust is built on relationships

...

 

2) Build Your Favor Bank

• gain trust by volunteering help
• gain recognition and visibility
• people are more willing to help people who have helped them
  • librarians are in a great place; you help people all the time
• give them something to remember you
• take something to help you remember them

 

3) Build a Power Map

There are two maps of your organization:

• the organization chart
• the power map: use it to identify decision-makers
  • not necessarily those in authority on the organization chart
  • they influence the leadership
  • are the "go-to" people
  • use it as a guide to who you ahve to talk to, influence, bring into your strategy to get things done

 

4) Build Alliances

easier with mroe than one person behind you on an issue

easier to do when you have built relationships through networking

need to look at who the influenctial people are, and get their support

may be for one issue or more long-term

often you can connect networks

strengthens your positions

results in greater influence

 

Understand and Use the Process

decide and announce? get to the person who is going to decide

hang out at the elevator if necessary, but somehow get your view across

get a representative on a committee/task force

...

 

Get nad Use Feedback

important to understand what people are thinking

 

enemies

You're going to have them.

 

paybacks

(honest about how that person operates and what they are doing, if asked)

 

Fill the Void

if you dont' step up, someone else will

we lose opportunities, because we were unwilling to take risks

 

Use Consensus and Compromise

 

 

how do you jusdge a compromise?

From the current state forward--does it move you forward?

allies need to know and understand what you're doing--maintain trust

how will this affect my relationships? will it build or erode trust?

 

No Bomb Throwing

it damages relationships to bring up negative thoguhts/questions in a meeting first instead of one-on-one

 

Be a Team Player

 

Acknowledge Your Supporters

often give credit to others, even when dcredit is due to them for bringing those others together

 

Additional Reading

 

Do you have tips for networking for introverts?

One of the things to remember is that everyone has some bit of shyness. grateful that you take the first step.

 

minimize their incfluence somehow

if you already know (presonal relatshipo with someone who rel. with bomb-thrower)--say "chuck may say this, but---" antici[ate their bombs. do your homework. use your own problem-solving skills to send up your own interceptor missile; state what objections might be and answer them before the bomb is thrown.

 

how networkign software relates...?

it's great; IM, chat, etc.

"plop-downs" -- instant feedback from individuals after a meeting (in person)

migjht also work in chatting, etc.

don't forget that people like F2F, int erms of building relationships; soc. software is good for *keeping* relationships, not as much building them

 

seem smnipulative to try to find out what people are thinking befre they go intoa meeting

it's a real concenr for having considered everyone's point of view. you're trying to create something that everyone has been considered and can live with. you have to understand that lots of stuff does not get considered--you need to include evryone's concerns.

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