Loading...
Answers
MenuWhat is the difference between your team and a network and how should they be treated differently?
This question has no further details.
Answers
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
-
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?Noam KostuckiNK
-
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 ;)Mike Ambassador BrunyMA
-
If an employee receives another job offer and can't make up their mind, what's the best way to force them to make a decision and stick to it?
It's great that this employee has been transparent about the fact another company wants him. The problem is that this employee is ambivalent about his connection to your Company. Really, under 100 employees at least, this is unacceptable. I would first reflect on why you think he's looking elsewhere. Then, I'd ask him that, admitting that you have failed to create an environment in which he has stayed engaged and motivated on what he's working on. If his answers seem reasonable and you can commit to making the changes necessary, then you won't need an employment contract, he'll stay on his own desire, because you listened to him and improved his situation. If his requests seem unreasonable or you know you won't be able to make those changes, fire him *today.* This situation can contaminate your entire company quickly. Yes, swapping someone out will always be a bit of a setback, but you want *everyone* on your team, feeling motivated and excited by what they're doing. It sounds like you're making your decision out of fear (having to find and hire another engineer) versus what's best for the Company, long term. Happy to talk to you in a call. Problems like this are within the sweet spot of my skills and passion.Tom WilliamsTW
-
How do I find networking opportunities with entrepreneurs and influencers?
What your trying is one approach to finding investors. Here's another that in my experience is far more effective. I'd tap your network, and it's probably actually a lot bigger than you think! Linkedin is the perfect tool for this. Look for people you're connected to, that you trust, and that are suited to helping your business (ideally in your industry, or experienced in fundraising, etc) and that have a good network themselves (ideally they're connected to some investors you're interested in, but not required). Reach out to them, and let them know you're starting a venture, and are looking for their advice, and would love to treat them to a 30 min coffee meeting. People love to hear that others think they're awesome and they love to give advice which makes them feel awesome, and this is someone you know, so chances are they'll accept. Send this request to everyone relevant in your network. At the meeting, tell them about your venture, give them your pitch, hear their comments and heed their feedback, and ask them for 3 people in their network that would be great people to talk to. Get intros to those people, and repeat. If you do this diligently and listen well, your network will expand extremely quickly, and you'll be able to get introduced to literally anyone you want. This is how our founding team at Tachyus acquired our first customer within 1 month of starting, and having no experience or direct connections in our industry. I'm always down to chat in more detail if you're interested. Best of luck!Francisco LePortFL
-
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.Tom WilliamsTW
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.
.jpeg?1648124947)
