Power plan: Networking to build political capital as a leader

25 Aug 2015Feature

Strategic networking can help new managing partners to build political capital and make an impact, says John Jeffcock

"We're here to put a dent in the universe," said Steve Jobs. "Otherwise, why else even
be here?"

Jobs was the visionary behind Apple, with clear personal and professional goals for making and leaving his mark on the world. However, visionary that he was, without the likes of Jonathan Ive and Tim Cook, he would not have had the same impact. Because nothing of great significance is accomplished without the help of others.

People are everything to helping you to make your 'dent' on the world. Networking to meet them is the foundation of your success at work, at home and in your social life. It's something that can be learned and developed.

Before embarking on a networking strategy however you need to identify what you want to achieve. What will your 'fantastic' look like? When your term as managing partner is over, what do you want your legacy be? Once you have a clear idea about where you want to go, you can focus on who you need to build a relationship with to get
you there.

Strategic networking is a valuable tool for new managing partners. It is all about identifying the power players: the people who can influence your priorities and help you to overcome the challenges you face in order to build for that future.

As a partner, you networked with clients, leading peers and industry authorities. As a managing partner, you need to network with the following four power groups:

the owner's club - quite literally, people who own things;
the media;
the C-suite of a range of organisations, including your own;
the ministers - political and religious leaders.

The way you get into these groups is through reciprocity: offer them something. It's as simple as that. For example, if you are in Southwark and would like to know the Bishop of Southwark, write to him and offer to host one of his meetings. Then propose an offer of legal advice and point him in the right direction. Doing something for them first is key.

Look among your alumni. Influential people within the four power groups may well be former colleagues, employees or contributors.

Your power group alumni are likely to number between 5 and 20 and they should be cherished and nurtured. Extend to them a personal invitation to a private dinner with you and do not outsource control of it. Networking with these influential groups has the added bonus of achieving the next jump in your career. By going to these power groups, by default you will find the way to the next point in your career.

Sir Nigel Knowles, global co-chair at DLA Piper, had an impact and left his dent on the firm. He was the driving force behind DLA Piper's remarkable growth, taking the firm from its UK regional origins to a global business with turnover in excess of US$2.5bn. People know who he is and he is continually invited to join boards.

TOP FIVE NETWORKING TIPS

Entry and exit. The best way to introduce yourself to someone is to play host, offer a drink or introduce them to someone else. The best way to exit a conversation is to say there is someone you must see, and then refer back to something they said and ask to catch up on it later. Ask if you can do anything to help them and always be polite.
Personal admin. When you meet someone new, write the date that you met them and where on the back of their card, along with any notes. Follow up fast and have a card binder that you look through regularly.
Your champions. Once you have built your brand, create a network of people who will endorse it and promote you.
Keep moving. Re-evaluate your goals and your network, keep up the momentum and re-think who you want to have within your network. Redesign it to stay closely aligned with your goals.
Look for ‘hubbers’. Hubbers are colleagues who seem to know everyone and are continually introducing you to other people. Hubbers have very senior contacts who they are keen to introduce people to.

Making a plan

In The Art of War, Sun Tzu famously said "those who plan win".

Once you have identified your end goal and who you need to get there, you need to plan your journey there. You can't go from zero to hero overnight. You need to create a systematic order of actions that need to happen, and then position yourself and your organisation to follow that order. This positioning is vital to showcase your personal and organisational power.

Your personal positioning involves showcasing your strengths. What do you bring to the table? If you are the managing partner of a law firm but do nothing else, you are one of many. If you also sit on the board of the Victoria & Albert Museum, then there is only one of you.

You need to find something that makes you rare and unique. It needs to be something that you're passionate about and that makes you interesting. Ensure you are a powerful person in that place so that all people know who you are.

Similarly, to position your organisation favourably is to showcase its strengths.
In some instances, this might be easier and better to do by partnering with another organisation.

For example in 2011, Taylor Wessing created a new division within the firm that offered a pioneering, technology-enabled combination of data mining, active contract management and due diligence services. In order to do this, it partnered with Swiss Post Solutions because of its reputation for document and information management.

Understanding which organisations might be strategically useful to you is key to making your mark. Having positioned yourself well personally, go and meet the leaders of those organisations.

It's all about power in the conversation.
If you walk into a room and people know who you are and you have something that they want, then negotiations are easy. If you don't have something they want, then negotiations are tough.

Power of support

The difference between leadership in the military and management in the corporate world is that, in the military, the team all agree on the course of action and then agree to follow it through. If you want to achieve a legacy, you cannot have only two-thirds of your executive team on board with your plan. You need unanimous support, with everyone focused on achieving the end result.

As a manager and leader, you also need to recognise and learn from your relationships and support networks. Once you have put yourself in a position of power, empower your subordinates too. Give them assets and contacts to do things that might have more impact in achieving your legacy.

You need to get your staff to buy into your plan and enable them to see that they can also grow in their careers while helping you to achieve your legacy. You can empower your staff by drawing from your power networks, peer networks and personal networks. Provide mentors, strategic alliances, work placements or
pay for staff to join a network or to go
on a course.

Support networks are as important
as power networks and internal networks. Leadership can be lonely and, as managing partner, you can't always ask
for internal help or support, either because you already know the answer you will get or because of what the question might reveal. Support networks enable you to understand what would make the firm more efficient in terms of financial, human and intellectual capital.

Throughout all of this, remember that networking with powerful people requires authenticity. There is a fine line between being an obsequious person and an intelligent person.

Two-meeting rule

Think about the things that people are interested in and what would make them want to engage with you. You need to engage with them before you take from them.

Managing partners tend to float ideas on the first meeting and close on them in the second. Follow the two-meeting rule. Don't take anything during your first meeting; you're just there to learn. It's the second meeting where you can start to move things forward. You need to be prepared to make your dent. Start now.

NETWORKING DOS AND DON'TS FOR MANAGING PARTNER

Have an elevator pitch. Be quick, concise and accurate when describing your business. Ensure you engage your listener from the start and make it memorable.
Bring business cards. Make sure you have more than enough with you as they are a great way to exchange details, as well as allowing you a way of reconnecting the following day. Jot on the back of your card the time and place you met so that your new business contact remembers.
Follow up. What’s the use of meeting people if you don’t follow up afterwards?
Listen and learn. This is a valuable lesson in life and not just business. Take time to learn from others’ experiences.
Quid pro quo. You cannot expect to get something without offering anything in return. Offer free help, favours, advice or reduced-cost services.
Patience is a virtue. Networking is about developing strong, longstanding business relationships. Don’t expect to reap the rewards immediately.
Prepare questions. Anticipate the kind of people you are likely to meet, think about what you would like to ask them and what you would like to learn from them.

DON'T

Be timid. You won’t expand your network by only talking to people you already know.
Be afraid to ask questions. Everyone is scared of appearing ignorant or stupid, but the majority of people will relish the opportunity to demonstrate their knowledge and expertise.
Ardently self-promote. This tactic is more likely to annoy than build valuable relationships.
Get drunk. This is especially important at the more informal events where alcohol might be served. Although a little Dutch courage can help your confidence, being drunk will ensure you are remembered for all the wrong reasons.

John Jeffcock is CEO of Winmark Networks (www.winmarkglobal.com)