Remaining SNA Ideas and Managing Personal Connectivity

1. Remaining SNA Ideas andManaging Personal Connectivity

2. Location = Location 1 = Location 2 = Location 3 = Location 4 = Location 5 = Location 6 = Location 7 = Location 8 = Location 9 = Location 10 = Location 11 = Location 12 Visual Data Display: Packing info in and allowing time for interpretation… Information: “How often do you typically turn to this person for information to get your work done? Network includes responses to this statement of often to continuously (4,5&6). Network Measures Density = 3% Cohesion = 4.0 Centrality = 3.1

3. Pull People Dynamically From the Network…Or Find Other Ways to Simulate

4. Without the eight most central people the network is 45% less well connected, reflecting a vulnerability in the practice. “Please indicate the extent to which the people listed below have provided you/you have provided with information that you/they have used to accomplish your/their work within the past year.” Network Measures Density = 15% Cohesion = 2.1 Centrality = 12 Central People Person 27 Person 66 Person 22 Person 57 Person 19 Person 33 Person 32 Person 46 Without 8 central people Network Measures Density = 10% Cohesion = 2.4 Centrality = 7 Responses of somewhat frequently-very frequently

5. Just When You Thought it Was Safe…Regressions (one final time…and then back to OB!!) Program Help Creativity

6. QAP Correlation Step 1. Tools > Testing Hypothesis > Dyadic (QAP) > QAP Correlations Step 2. 1st Data Matrix “InfoGE4” Step 3. 2nd Data Matrix “ValueGE4”

7. QAP Regression Adjusted R-Square of 0.214 indicates a moderate relationship between the two social relations. The probability of 0.000 indicates that it is statistically significant. Step 1. Tools > Testing Hypothesis > Dyadic (QAP) > QAP Regression > Original (Y-permutation) method Step 2. Dependent variable “InfoGE4” Step 3. Independent variable “ValueGE4”

8. Showing performance implications can quickly get people’s attention… • Can link individual position to outcomes…the lawn found that more socially connected people were more satisfied. • Similarly can show what creates a high performer in a setting. • Or can show what creates revenue for sales people or traders.

9. General Thoughts on SNA to Conclude… • A powerful tool and unique way of making the invisible visible. One of only a few ways we have of analyzing organizational health where collaboration is critical. • Market is just emerging on this…so don’t expect people to immediately know why this matters. Often people immediately see it but be prepared to drop the statistics I mentioned and cases. • But it is a big market…these issues are relevant to many people in an organization. Only a handful actually get to talk strategy for example…everyone has or is involved with a network. • And a way to distinguish yourselves from others early in your careers if you do this well.

10. The 10 Secrets of a Master Networker:Keith Ferrazzi • Don’t network just to network — reach two levels above • Take names — two palm pilots, two cell phones, a Blackberry, and 5,000 contacts • Build it before you need it — consistently reach out to others • Never eat alone — goes from 6 a.m. – 1 p.m., 1 night a week to himself, NKs • Be interesting — Prada suits, style, hobbies and philanthropy, fashion identity • Manage the gatekeeper. Artfully. — A month-long game to get by the AA • Always ask — don’t shy away from asking for what you want • Don’t keep score — be willing to connect people • Ping consistently — makes hundreds of phone calls a day and e-mails constantly • Find anchor tenants — people one or two levels above that will attract others

11. Lets Focus On Your Career Networks and Avoid The Typical Career Decision Path Here at McIntire… One Way To “Make” Career Decisions…

12. What Makes an Effective Personal Network?

13. High Performers… • Network Patterns of High Performers. • Closed versus open networks. • Relationships of High Performers. • Avoiding learning and decision traps. • Improving quality of work life. • Network Behaviors of High Performers. • Beliefs and values that predispose them to build vibrant networks. • They selectively initiate relationships in ways that extend their abilities. • They tap into and respond to their networks appropriately. • They maintain and adapt their networks for effectiveness and well-being.

14. Group 4 Kevin Bill Group 3 Group 1 Group 2 Network Patterns of High Performers William Dawes and http://www.cs.virginia.edu/oracle/

15. Personal Network Diagram(Overall concentration and over/under invested relations) Color Key: Attribute selected = Hierarchy Higher than yours Equal to yours Lower than yours

16. A CEO’s Key Advice Relationships...

17. What biases might exist in this government executive’s personal network? Network Size: 15 Hierarchy: Higher = 4 Same = 0 Lower = 11 N/A = 0 Boundaries: In Leadership Group = 11 Within Function = 3 In Department = 0 Outside Department = 1 Outside Organization = 0 Time Known: Less than 1 year = 0 1-3 years = 12 3-5 years = 3 5-10 years = 0 10+ years = 0 Proximity: Same Floor = 6 Diff Floor = 2 Diff Building = 1 Diff City = 6 Maintenance Effort: 1 hour/month = 0 2-3 hour/month = 0 1 hour/week = 5 2-3 hour/week = 5 1 hour/day = 5 Structured Interaction: Never = 0 Sometimes = 2 Often = 3 Frequently = 8 V Frequently = 2 

18. Relationships in High Performer Networks

19. Network Composition…Any Noticeable Biases? • Relationship (Class Mate, Faculty, Career Services, Family, Previous Employer, Alumni and Other). • Affiliation (Student or Prof in Major, Outside Major/In UVA, Outside UVA in Field of Interest, Outside UVA and not in Field of Interest). • Interaction (Interact due to demands of school, Do not interact due to demands of school). • Benefits Received (Resume/Cover Letter, Interpersonal skills (interviewing, cocktail parties, etc.), Industry/Company insight, Aspects of work you want in your career, Future implications of early career decisions). • Ethnicity/Gender/Age (Same as mine, Different than mine). • Friend (Yes, No). • Concentration (Student in concentration, Faculty in concentration, McIntire alumni from concentration, Alumni from other school in concentration, Other).

20. Behaviors of High Performers

21. What makes a good network? • 5-10 minutes for me in groups of two or three: • What biases or opportunities did you see in your own network? • I want each group to have at least three opportunities for improvement that you uncovered as a group…and what you might do to address each gap.

22. Some Ideas For Your Own Networks… • Invest well from a structural and organizational perspective. • Be proactive in relational development. • Balance network development with task execution. • Act with consistency and integrity. • Follow norm of reciprocity and be willing to give first.

23. Paul John Invest in relationships well from both a structural and organizational perspective… Relationships carry a cost… But the right ones pay dividends…

24. Some Ideas For Your Own Networks… • Invest well from a structural and organizational perspective. • Be proactive in relational development. • Balance network development with task execution. • Act with consistency and integrity. • Follow norm of reciprocity and be willing to give first.

25. Always follow the norm of reciprocity…be willing to give first, but be careful of people that don’t reciprocate. Need to Invest Ahead of Time