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MenuWhat is the difference between your team and a network and how should they be treated differently?
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In my companies I define a team as my in house leadership (I refer to them in all group communications as the LT or Leadership Team).
My Personal Network is the collection of contacts and connections that I use to develop my business (Either through mentorship, advice or social/business connections)
Our Company Network is our collective group of contacts and connections shared by the Leadership Team.
People are all the same: everyone wants to be listened to, everyone wants to feel important, everyone wants to be in control of their own life, everyone wants to feel unique, everyone wants to feel like they belong, everyone wants a level of certainty, etc.
EVERYONE is your team. Your clients are part of your team because they pay you to work together. The government is part of your team because they build roads for your employees to travel to your office more easily.
>> If EVERYONE is on your team, what difference does it make...
>> ... to you?
>> ... to your employees?
>> ... to your customers?
>> ... to your wider network?
>> ... to people who are not yet part of your network?
One of my clients went from being a university student to leading an organization of 600 people in just 4 years. He learned to be an extraordinary leader and people decided to follow him.
If you want to explore in more depth about to become the leader you want to be, if want to learn about how you lead beyond authority and if you want to explore how treating everyone differently will make you a better leader, get in touch!
Your team is made up of people you pay to work with you.
Your network is made up of people who are looking out for your interests (and you for theirs) even though there is no formal agreement among you.
Some members of your team will become part of your network.
Some members of your network will at times join your team.
You treat them the same. Get to know them. Understand what they want and what motivates them. Help them get what they want by introducing them to people that you know.
If you want to discuss teams and networking in further detail (including how to get better results from your team and better leads from your network), feel free to set up a call.
Related Questions
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What are the best strategies for a company to attract & compensate formal advisors on a board? What normal? Is it money, or equity - etc?
Mark is correct that the best advisors should have skin in the game but that advice is applicable only when you and your business are obviously investable. I've engaged advisors at times when I knew I wasn't ready to ask for their money and I've often begun advisory relationships in the earliest of stages where I like in and believe in the entrepreneur and the idea but they don't yet meet my investment criteria. Also, the old adage is true: Ask for advice, and you might just end-up with the person offering or even asking to invest. This has happened to me again on both sides of the table. In terms of compensation, I have a chart that spells out specific advisor expectations and stage-appropriate equity based compensation that I can email anyone who DM's me here through Clarity. Mark's answer is lower than I would accept for a start-up that isn't well funded. But anything above 1% would be really unusual and would have to be a really, really hands-on advisor or partial contributor as a team member. It should never be money on a retainer basis. I now have several people who call me regularly through Clarity to talk through specific things but other than that, it wouldn't be reasonable to expect cash compensation in a formal advisory role. And I would personally be vary of that because if they're not taking equity, then they really, much to Mark's point, have any skin in the game. I have a standard template that I use as an advisor (it was originally given to me by a company I advise) and I know use it with my own advisors, so happy to pass a stripped version of that agreement as it's the best one I've seen and is clearest for both parties. Just DM here via Clarity if you want it.TW
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How can I make a networking strategy for 2018?
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How do I expand my network with people who are MORE influential than I am? I'm looking for tips and tricks to do this online (with LinkedIn, etc)
I've done a lot of work in this space (created the new art of conference network: Hashtags to handshakes). Here are a few thoughts for you: -get clear on you goal(s) and the type of people who can help you. -take inventory of what you have to offer(use this acronym Work history, Hobbies, Education, Network) -once you see the people you want to connect with, do the online research to see if you already have something or someone in common(LinkedIn). -read and comment on their content or something in their profile. -Invite them to 15min virtual coffee as an introduction call. (Be in a "how can I be of assistant mindset) -ask them two question during your virtual coffee (1. What are you working on that you're most passionate about? 2. What the biggest challenge?). Once you know someone's challenge you can find ways to be helpful. -Be patient. -let me know if you need more support ;)MA
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From your experience, what are the 'key' rules to building a great team for the long-term?
Your question is very interesting and gives me a feeling you have a real commitment for success because it makes me feel you care for your team. If this question could be fully answered in a couple of lines, you can imagine all managers and executives would lead their teams successfully. The 2 key principles to remember are: 1. Everyone is different: you have to adapt to each individual. It is time consuming but pays off in the long run because everyone has their own learning styles, speed and attitude. Take the time to have 1:1 conversations about them as individuals: likes and dislikes, under what conditions they perform best, how they learn most easily and about their career goals. 2. Create a team spirit. This is the exact opposite of point 1: as much as you recognize everyone as individuals, you have to also build unity and cohesion. There has to be standardized rules of behavior, common values and a shared vision. You have to take time with your team as a whole. This will lead you to create: 1. A personal development plan for each individual in your team, which helps you develop a tailored approach for each person, create reward & recognition systems and monitor people's happiness and performance. This helps you understand your team from a micro-perspective. 2. An organizational development plan for your start-up to give you a more global vision of the talents you need to acquire, retain and grow. This helps you understand your team from a macro-perspective. Team building requires taking time for all the different aspects of bonding: forming, storming, norming, performing, mourning. It's always about balancing two extremes: On one hand you want to take time to work together and alone, to learn & grow, to brainstorm, to create, to plan, to prepare, to research and to measure performance. On the other hand you, you also want to take time away from the office to stop & think, take time to have fun, take time to get to know each other, take time to rest & relax. Do you need any guidance to build individual and organizational development plans that will support growth and team building for your start-up?NK
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What is your best piece of advice for a first-time startup CEO?
Surround yourself with people who have done it before. Not consultants, not coaches, people who have walked the path you are embarking on. The good news is that the startup community is the most helpful business community of any industry, by miles. I'd be happy to do a call to help you figure out how and where to identify these supporters and champions. Good luck!TW
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