The whole question of leadership is predicated on the
leader’s ability to understand and work with a set of unique individuals with
the objective of melding them into a successful and co-operative team.
While undeniably every one of us is unique, there is a
latent desire to conform and to join with others who have the same objectives,
interests and ethos as we do. We call
them like minded.
It is an odd paradox; even though we claim to be, indeed
are, unique individuals we still possess the herding instinct and that probably
goes back in the psyche deep into the mists of time.
Just consider it; we join sports clubs, we join political
parties, we join social clubs, we go to the pub, we join business peer groups
and we join social media groups, among many others.
The need to congregate and to be with other people goes
deeply into our very being. Primitive
man and woman gathered together for mutual support. Today what we in the west patronisingly
refer to as tribalism is strong in Africa, the Middle and Far East.
Why don’t we accept that that same “tribalism” is just as
prevalent in so-called developed countries?
It is now disguised as sectarianism and the effect is exactly the
same.
The fact is that we like to have a group of similar thinking
people around us although sometimes the result has been disastrous as in a
succession of dictatorships across the world.
So what has this got to do with business, I hear you
ask? The fact is that this tendency to
gathering together has become an integral part of business life especially in
the sphere of networking.
We all network in one way or another and to do it formally
through organised groups is a great way to meet people. In fact, it is now suggested that the very
act of networking drives the economy in a positive way.
Author and economist Paul Ormerod (http://www.paulormerod.com) in his new
book, Positive Lining: How Networks Can
Revolutionise the World, defines networks as: “how people, firms, things are
connected to each other, and how different ways in which they are connected
have different implications”.
Furthermore,
he suggests that “the properties of
systems as a whole emerge from the interactions of their component parts. These
are systems in which the whole is more than the sum of the parts”.
Whether we
realise it or not, in business we operate in a succession networks and at many
different levels. On the surface, we
tend to consider the network as a potential opportunity for business growth but
in fact, the effect is far more wide ranging.
Input to
network can be just as rewarding and business resulting from contacts simply because
it is frequently a matter of “casting thy bread on the waters”. The key is not to network only to obtain direct
business but to build relationships which can, in the longer term, positively affect
business growth.
Some
companies and many professional practices generate the majority of their
business through active and indeed ferocious networking and they understand the
value of making relevant contacts.
Sadly there
are many who do not understand how networking can materially affect the
business in a really positive way and discount it as a fad or “not for us”.
Remember
the Vistage mantra: “No-one is as smart
as all of us” and while this was derived originally for the concept of peer
groups it applies just as effectively for building real and valuable networks
of like minded people
Download my book "Leading to Success" from the Amazon Kindle store
Visit www.vistage.co.uk
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