Tuesday, September 06, 2005

Networking

Networking with Colleagues

Managing colleagues is more difficult than managing either the boss or the subordinates. With subordinates, we have the authority of hierarchy. With the boss , we have the authority of performance. With colleagues we have neither. In fact , a prominent display of performance can be dysfunctional, as it can arouse antagonism due to jealousy. Colleagues can be managed by establishing a relationship through: Informal Interaction , Reciprocity and Sharing of Credit.

The formal interaction on the job invariably involves compartmental feuds among the various functions. However , approaching the colleague informally on a personal basis creates a closer relationship that can set aside the barriers of compartmental feuds.

Managing the colleagues also calls for reciprocity. Giving a colleague priority when he wants something from your department means a good possibility of getting priority when you want something from his department.

It makes world of difference when you share your credit with colleagues. It sets a positive reaction and they feel that you value their cooperation. Thus , a performing executive has to use the "lamp-shade" strategy. A floor lamp with a lamp - shade ensures that the light goes above and below - but does not give a glare on the side. Similarly a performing executive ensures that the light of performance reaches the top management and his own subordinates - but minimizes the glare amongst his colleagues.

It is easy to write but difficult to convert in to practice. For this you should think twice before speaking to your boss , subordinate and colleagues.

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