Leanne Meyer

Decades of research on organizational networks have shown that who you know—and who knows you—is critical to performance and career success.

The ability to develop and maintain a strong network of internal and external relationships is a key factor distinguishing leaders with consistently outstanding performance records from those who languish in the middle.

Why? Because people in positive relationships are more likely to share invaluable information, recommend each other for career opportunities, vouch for each other, make introductions, and provide professional advice and support. Successful leaders leverage these relationships in support of their organization’s mission.

They also rely on their network for personal and professional development.

These distinct purposes require you to build three related but different networks:

• Operational Network - those involved in your group’s daily work
• Strategic Network - those who can help you prepare for the future
• Developmental Network - relationships that can help you grow professionally and provide personal, and emotional support when needed

Too often, senior leaders neglect to cultivate these essential networks—whether due to discomfort with workplace politics or the mistaken belief that networking is inauthentic or self-serving. But this avoidance can be career-limiting and organizationally damaging. Avoiding the creation of influential networks is a form of self-sabotage that also risks stalling the future success of your organization and your culture initiatives.

In this transformative session, we will focus on practical tools and strategies to break the myths around networking and see it for what it truly is: a leadership competency and culture-building tool. Participants will walk away empowered with a clear plan for turning their networks into one of their most powerful leadership assets—one that fuels both personal and organizational success.