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.
.jpeg?1648124947)
.jpeg?1648124947)
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
-
There is a person working with you who has great skills but doesn't fit the culture, how far would you go with trying to help this person to change?
Backwards. I'd make sure that person didn't stay in the company. "One dirty fish muddies the whole pond" It's not personal or malicious - they're just not the right fit. A great skill set, while very important is always secondary to cultural fit if you really want your company to flourish.
-
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 ;)
-
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.
-
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!
-
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!