Building Networks, Online and Off

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If this is done in chronological order, you can see how your network has formed over time and how it has grown, sometimes slowly and sometimes very quickly. I talk in the book about network accelerators, which are situations in which a network grows exponentially. In my case, going to college at the University of Michigan was a network accelerator. U of M has one of the largest alumni populations in the world, so by going to this university I'm able to tap into this incredible network.

In an earlier column, my friend David Ulrich discussed "leadership brand" (BusinessWeek.com, 10/02/07). From a broader perspective, what about the notion of the personal brand, and how does it work for networking?

A personal brand is just like a product brand. It is how you are viewed by your network member or a potential network member. What I talk about in the book is thinking about this idea in detail and describing (i.e., writing down) your brand identity. How do you want people to view you? What do you want people to remember you for? What picture are you trying to leave in people's minds? The answers to these questions will help form a personal brand. It's important to remember, however, that a personal brand is not hype. A personal brand has to be genuine; the real you will always come though in the end.

This makes a lot of sense to me and is something that I do myself and recommend for professionals in my field. Can you talk a little about the idea behind forming a personal board of directors?

A personal board of directors (PBOD) mirrors a company board of directors in its composition and intent. The idea is to select from your network a small number (5 to 10) of diverse people that you turn to for important advice, counsel, coaching. and mentoring. My PBOD includes my father, my best friend, a business colleague, a member of my company's board, a cousin, my wife, an old boss, and my college roommate. The members of your PBOD care about you and are willing to help you with difficult personal problems, job and career challenges, etc., and provide sage advice and guidance.

What's the future of networking?

I asked this question of the more than 30 people I interviewed for the book. They said that networking would become increasingly important in a world of volatility, uncertainty, complexity, and ambiguity, and that reciprocity (the quid pro quo of networking) is the key to successful networking.

They also said that technology (mainly the Web and mobile devices) is going to transform networking in ways that we can't imagine today and that the younger generations are going to change the world and solve many of mankind's major dilemmas because of the networks they can form and leverage.

Thanks a lot, Mike. Speaking of networking, is it OK for our readers to contact you?

No problem. In the spirit of networking, your readers could try my Web site, www.executivenetworks.com, e-mail, mdulworth@executivenetworks.com, or phone, (415) 399-9797, ext. 803.

Marshall Goldsmith, who writes Marshall and Friends every week for BusinessWeek.com, can be reached at Marshall@MarshallGoldsmith.com. He provides his articles and videos online at MarshallGoldsmithLibrary.com.