Leaders are often told: Pay attention to your team. Pour into your team. Encourage your team. Prepare them for upper management.
But isn’t there some onus on team members to prepare as well?
An acquaintance, Sarah, recently left an organization that, on the surface, appeared to be a bad fit. But judging from our conversation, it was very apparent Sarah had missed several opportunities to connect with her colleagues and build her internal network.
She frequently said, “I don’t want to chit-chat with people at work. I just want to do my job.” That meant going into her office, closing the door, and focusing on just work.
Yes, that’s what she was hired to do, but people are not robots.
When asked if she ever took time to get to know her co-workers, Sarah assured me that people came into her office to talk from time to time. Regardless, she couldn’t see that her actions spoke louder than those interactions. That closed door became a symbol of a closed-off personality, and it completely overshadowed everything else—even a job well done.
Soon, Sarah and her manager were at odds. She couldn’t get support for any of the ideas she presented, which left her confused.
She was doing her job, so why did she keep hitting roadblocks, even with suggestions that were in the best interest of the organization?
It’s because most people need connection—in all walks of life. The old adages still ring true: You catch more flies with honey, and to get a friend, you must be a friend.
Being good at your job is important, but being good at your job doesn’t automatically mean you’ve built the relationships necessary to get things done or move the needle.
Sarah didn’t understand that every time she closed her door, it was as if she had cut a tiny nick in the cord that was meant to connect her to her team. The people on the other side felt purposely cut off, and eventually, that invisible cord was completely severed.
That doesn’t mean we should take up hours around the water cooler so our colleagues feel good, but it does mean we should recognize how our actions impact them. Are those actions building trust or eroding it?
Years ago, I facilitated a workshop for a group of emerging leaders who were seeking promotions within their organization but were struggling to advance.
From my interaction with the organizers, I knew there were 14 managers at the next level where many decisions were made.
I asked the group, “How many of you know all 14 of the Directors?”
No hands went up.
“How many of you know 10?”
Still nothing.
“How many of you know 5?”
Six people’s hands shot up proudly, as if they’d won the networking lottery.
Then I dropped the kicker. “How many of those Directors know you?”
Every single hand fell.
There were regular opportunities in that company to meet colleagues from other departments as well as leadership, but this group hadn’t taken advantage of any of them.
Understanding who has influence is one thing. Getting to know those individuals is another. But making sure they know the value you bring? That’s where the real work begins.
By contrast, there was a trainee I hired in a previous role who made sure he popped in to say hello, not only to me when he visited headquarters, but also to everyone from the receptionist to the GM. He never gave anyone, regardless of position, the chance to forget his name.
He understood something that many professionals overlook: You don’t have to be looking for a new job to benefit from expanding your circle. Sometimes, the investment you make today pays dividends years later.
When you go to work, close your door, avoid every outing–or, if you do show up, only surround yourself with the three people you already know–you willingly miss every. single. opportunity.
When a role is posted internally, naturally those on the hiring team will think of the person who might be the perfect fit. But how can your name possibly enter the minds of those executives you’ve never taken the time to meet?
Right or wrong, chess moves are often made during the conversations that go on behind closed doors. So who is advocating and singing your praises at that table where you do not yet possess a seat? Who have you been intentional about meeting? Who do you want to know about your performance so they can confidently mention your name for the role you’ve had your eye on?
It is in your best interest to drop in and say hello to people you might not otherwise get a chance to meet. To make that 20-minute appearance at the company event and shake hands with at least two or three potential advocates. Go on the golf outing, even if you HATE golf.
Because, like it or not, you are the one responsible for showing up, building relationships, and making your net work.
Browse leadership development training options available for your team with Bold Career Consulting.
