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The right professional network can be the key to career success — but the wrong type of associations can hold us back. Unfortunately, there is no one-size-fits-all formula for building a positive and productive network of peers. Yet the data consistently shows that professionals who surround themselves with the right people become more creative, more influential and more successful in their careers.
A recent study on the effect of cognitive styles on network-building within middle management sheds light on the best way for managers to boost their performance. Previous research demonstrated the importance of internal networks on a manager’s success, but little was known about how to go about building a positive network of colleagues.
Understanding Cognitive Styles
So how can ambitious professionals know who will help them grow to their full potential and who will hold them back? According to research conducted by Gianluca Carnabuci and Eric Quintane, the answer lies in understanding their own strengths and weaknesses.
The two-and-a-half-year study, conducted at a global semiconductor company, has yielded key insights, especially for middle managers and company directors. The research identifies two overarching cognitive styles: “innovators” and “adaptors.” Recognizing one’s own cognitive style is important for developing a complementary network.
Innovators are characterized by their talent for generating new and creative ideas. These individuals excel at thinking outside the box and coming up with novel approaches to solving problems. Innovators are comfortable with ambiguity and uncertainty but may face challenges when it comes to the practical implementation of their ideas.
Adaptors, at the opposite end of the spectrum, excel at making ideas happen. They enjoy bringing ideas to fruition through meticulous planning and execution. Adaptors thrive in environments with clear instructions, defined roles, and structured processes. While adaptors are strong in idea implementation, they may lack the creativity associated with generating innovative solutions.
The most effective teams are ones where innovators and adaptors balance and complement each other’s skills. Innovators come up with creative new ideas, while adaptors bring them to life.
Mapping Existing Networks
The second step is to understand the type of network that already exists in a workplace. Networks can be described as cohesive or open, and there are strengths and weaknesses of each style.
Cohesive networks exist when the members of a team know each other well and interact frequently. The sense of familiarity and consensus makes this type of network highly efficient at completing tasks — adaptors feel very comfortable in these groups. However, this setup may limit exposure to diverse ideas beyond this tight-knit circle, potentially restricting creative thinking.
Open networks, on the other hand, involve a wider range of connections. There are links with people from various departments and groups who don’t necessarily know each other. Innovators often gravitate towards this setup because the openness exposes them to a range of perspectives and ideas, fueling creativity. Yet, in terms of quick task execution, these diverse networks might not be as efficient, given their looser connections.
By taking a close look at their existing connections, managers can identify the type of network they have built at their workplace. The next step is to ask an important question: does their network support their weaknesses or duplicate their strengths?
Building a Complimentary Network
In an article titled “Surround Yourself with Colleagues Who Boost Your Performance,” Carnabuci and Quintane revealed two essential insights from their research. “First, the key to building a performance-boosting network is to create a network that supports you in areas where your cognitive style is not naturally suited. Second, except for a select few top performers, most people do just the opposite: they build networks that reinforce their existing strengths, rather than compensating for their weaknesses.”
In other words, innovators tend to build open networks, in which members share creative traits but lack the ability to get things done. Adaptors usually build cohesive networks, where they implement ideas efficiently but are missing the creative input.
What sets top performers apart is their strategic approach to networking. The study identified two archetypes among the most successful managers. First, there are the “entrenched innovators,” who strategically embed themselves within a closely-knit group. This cohesive network becomes an efficient system for turning innovative ideas into tangible results.
On the other end, there are the “brokering adaptors.” They create expansive, open networks, connecting disparate groups through relatively weaker ties. This diversity exposes them to a multitude of ideas, enhancing creativity and complimenting their skill set.
Top-performing managers maximize what the study terms the “complementarity premium.” In essence, they deliberately build networks that offset their weaknesses, contributing significantly to their success.
Conclusion
Data-based insights like these offer an effective way for entrepreneurs and businesses to maximize productivity both for themselves and their companies. For managers aiming to elevate their performance through effective networking, the key lies in building a team with complementary rather than overlapping strengths and weaknesses.
This study offers insights for organizations as well. By recognizing and leveraging diverse cognitive styles, leaders can promote productive networks for their middle managers. Providing training in these concepts helps employees improve their networking strategies. Investing in a team’s growth in this way can maximize the company’s success in the long term.
Sources
This article was originally published by Certainty News [Link to Article]
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