The Importance of Networking and Managing for Successful Leaders

In doing the business, most people think that they should have how much capital, they should know market conditions and consumer behavior, they should have good relationships with potential suppliers and many other factors like exchange rate, inflation rate and GDP. Only a few people had been knowing the importance of networking and found that those people are more successful than those who don’t know this importance. It is important to make networking with those people who has connection with the business either directly or indirectly. Some people thought that it is enough by knowing the situation and they are satisfied with this situation. In fact, it is necessary to network not only with the situation but also with the people to continue better performance. By doing this, the organization can achieve its goals in a short time without wasting time, money and energy. To understand the importance of networking is the aim for this essay as well as know how to manage that which network is the most important for the organization or vice versa. In doing business, it is essential to know which is the most important ones and which is the lease important ones. No one has surplus budget or time. Everyone has to do with limited resources and people within limited time. Based on these facts, it is assumed that managing skill is also important for achieving organizational goals.

Differences of the Generation and Ways to Manage Them

Nowadays, rise of Generation Z at the work place is undeniable. They are born from 1995. People at same age with Generation Y are survivor of technology changes. Generation Y passed through many changes of technology from 2000 to now. Generation Y used MP3, MP4 and dialed up internet. Technology was not ready for them when they were young. They were not born with technology. They had to learn ourselves. So Generation Y survived and now they are working in modern companies. 

Youths of Gen Z are born with technology. They are fast at learning. The rise of private schools was also a big support for them. Generally, Gen Z excel Gen Y in terms of language skill and technology adaptability. They will definitely take over the workplace soon in the future. Now it is the risky time for Gen X. Most of the Gen X has been left and of course, some are still surviving. Survived Gen X will go to the senior executive level at work. It is actually time for Gen Y to go up to manager level. But with lack of modern information technology and hardship of tech adaptability will really leave Gen Y, Millennium, behind. 

Gen Z will take the opportunity to leap frog into higher level and there will be a time that Gen Z talk same level with Gen Y. This will be undeniable scenarios in future work place. Of course, business thinking is important but design thinking cannot be left. Fulfilling existing work responsibility is important, of course, but creating new idea is now a basic need. EQ is important and nowadays, Gen Z have taught in some schools today. 

Four Building Blocks for Leaders to Use

Richard Teerlink who is Former CEO of Harley Davidson says that “People are only long-term competitive advantage. Therefore, a leader is responsible for creating an operating environment where people can do great things.” Leaders are the mainly responsible for changing the performance of their people. There are four key building blocks that leaders can drive for their people: Common Purpose, Clear Expectation, Capability and Commitment.

For Common Purpose, the leader must let their people know where they are headed in terms of the organizational goals. If they don’t know the goals, the people cannot perform effectively and efficiently. In some situations, people don’t try to express their abilities and skills because they don’t even know why they are in the organization. So, as a leader, it is important to focus that everyone in the organization knows its goals.

For Clear Expectation, everyone in the organization should know what is his or her part. In organization, there are different departments and each department has different tasks and responsibilities. If the fellow knows its part, the fellow can perform its tasks well in short time and know that how to relate its part with the organization’s goals. Moreover, the fellow knows that what he should improve his part or his abilities in order to achieve the goals.

For Capability, the organization needs loyal people with average capabilities. Every business has a lot up and down situations. So, the organization needs more loyal people than smart ones. There are different types of employees in every organization. The employees who have high performance and high potential are rare human resources for all organizations. It is sure that no organization accept the employees who have low performance and low potential. Most are ones who have high performance and low potential and ones who have low performance and high potential. These employees are occupying a lot of spaces in almost organization. For these employees, the organization can give a lot of trainings to improve their skills and abilities, make engagement to change their behavior after letting know their clear expectation to achieve the organizational goals.

For Commitment, the organization should recognize the performance of its employees whether they can achieve the goals or not. Employees who are being recognized can perform better rather than who aren’t. It is beneficial for the organization also. The organizations should allow not only financial rewards but also non-financial rewards like recognition (e.g. employees of the month) or affiliation (part of the best society).

Conclusion

To lead and train the employees based on the above facts, leader also should know what is his or her own strengths and weakness. There is no super leader who can perform all actions perfectly. The leader needs to share the information clearly. After that, the leader should listen to members whether they understand his sharing or not. Then, the leader can make decisions based on the collected data. Finally, the leader can connect to externals to perform the tasks well.

References

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8. Granovetter, M. S. (1973). The strength of weak ties. American Journal of Sociology, 78(6), 1360-1380.