Event-Based Networking Manager Guide

1. CLC LEARNING AND DEVELOPMENT™ September 2010 Event-Based Networking Manager Guide

2. User Guide • PURPOSE: The purpose of this guide is to provide managers with critical, easy-to-use information that will help employees get the most out of networking interactions. It will guide managers through identifying potential networking partners for the employee, preparing the employee for networking interactions, and monitoring employee success at applying learning to daily job activities. • CONTEXT: To increase employee learning from networking discussions, managers should identify networking partners who have demonstrated success in an employee’s development area. Event-based interviewing provides employees with actionable and relevant advice that they can use to replicate the success. • SOURCE: American Express Company; CLC Learning and Development, Engaging Managers to Drive Employee Performance and Development, Washington, D.C.: Corporate Executive Board, 2010. • INSTRUCTIONS FOR MANAGER: • Step 1: Identify potential networking partners using the Identify Networking Opportunities section of this guide. • Step 2: Prepare the employee for the networking interactions using the Manager-Employee Pre-Networking Preparation Discussion Guide. • Step 3: Send the Event-Based Networking Interview and Reflection Guides to the employee. • Step 4: Monitor the progress of the employee and conduct follow up meetings. • Use this in conjunction with the Event-Based Networking Interview and Reflection Guides.

3. Identify Networking Partners Based on Demonstrated Success Monitor Employee Application on the Job Understand the Value of Event-Based Networking Prepare Employee for Networking

4. Understand the Value of Event-Based Networking Most managers fail to broker networking opportunities that develop their direct reports. PITFALL 1: Employees Connect with “Wrong” People Managers don’t select the right subject-matter experts as networking partners for their direct reports. PITFALL 2: Managers Disengage After Connection Managers don’t actively enable learning that results from their network brokering. • Hard to find experts • Advice tends to be too general and not actionable • Difficult for employee to replicate expert’s successes • No guarantee employee learns from experience • Onus only on employee to know what he/she needs to learn • No accountability for employee to apply learning Avoid these pitfalls by simplifying and targeting manager-led network brokering to increase employee learning and application. Solution: COMPONENT 1: Event-Based Network Brokering Guide managers to identify employee networking partners based on specific instances of observed success. COMPONENT 2: Manager-Guided Reflection On and Application of Learning Provide structured templates that enhance employee reflection on and application of successful behaviors discussed. • Simplifies and speeds manager identification of networking partner • Provides actionable, relevant advice for employee • Structures employee learning and application • Targets specific employee development needs • Clarifies manager’s role in facilitating learning

5. Identify Networking Partners Based on Demonstrated Success Identify one or two development areas based on the employee’s performance. Identify networking partners who have demonstrated success in an activity that aligns with the development opportunity using the criteria below: Networking Partner Selection Criteria • Known to be effective in role (has a history of success) • Manager or others have recently observed individual demonstrate success in a critical event related to the employee’s key development area • Observed success is relevant to employee’s role and responsibilities Example: Identifying Critical Events Related to Development Areas Development Area: Improve Oral _____ Communication Skills Critical Events Observed by Manager: Vivek engaged the team in discussion throughout his presentation last month at the department meeting.___________________________________________________ Louise explained our team’s actions to Alpha Company in our last meeting without sounding defensive when they challenged our approach.__________________________________ Simon clearly articulated our value proposition when he was selling to Beta Industries two weeks ago.______________________________________________________________

6. Identify Networking Partners Based on Demonstrated Success (Continued) Tips for Managers Selecting Networking Partners Sources for Identifying Potential Networking Partners • Keep a log of successes you have observed in peers, leaders, and your direct reports. • Ask peer managers about successes they have observed. • Ask your direct reports about successes they have observed.

7. Prepare Employee for Networking Interactions Use the guide below to hold a discussion with the employee to prepare him/her for the networking interactions. Manager-Employee Preparation Discussion Guide: Sample Scripting Suggestions Set Expectations • “There are (one or two actions) you should focus on to reach a higher level of performance.” • “To help you learn what doing this well looks like, I want to connect you with a network of peers and other managers you can speak with who have demonstrated these behaviors/actions in previous projects effectively.” • Share with the employee the achievements of the networking contacts with whom you are connecting him/her. • “Before the interview, I will send you an interview guide to help you focus the networking interaction and understand the root causes of success.” • “After you have gathered your notes/learning, you need to choose how you will incorporate these behaviors into your role to practice and learn.” Ask Employee to Set a Timeline • “On what date do you plan to have these interviews completed?” • “When should we meet to discuss your progress on applying the learning from these interviews?” After the discussion, send the employee the Event-Based Networking Interview andReflection Guides provided to you by L&D. These guides help employees to identify the root causes of success and create an action plan to apply the learning from their networking discussions to their daily activities.

8. Monitor Employee Application on the Job Provide the employee with guidance and feedback on his/her performance. • Check in with the employee to see if he/she needs guidance on how to apply the learning to his/her daily job activities. • Make a note of the employee’s efforts to apply learning in order to give concrete feedback. • Meet with the employee to discuss his/her success at applying the learning and identify areas for him/her to work on. • Provide the employee with informal feedback on his/her efforts to apply the learning on an on-going basis.

9. Monitor Employee Application on the Job Event-Based Networking Follow-Up Tracker