Most people acknowledge that networking - creating a fabric of personal contacts to provide support, feedback, insight, and resources is an essential activity for an ambitious manager. Indeed, it’s a requirement even for those focused simply on doing their current jobs well. For some, this is a distasteful reality. Working through networks, they believe, means relying on who you know rather than what you know, a hypocritical, possibly unethical, way to get things done.

But as INSEAD’s Herminia Ibarra and Mark Hunter point out in this article published in the Harvard Business Review (January 2007), even those who understand that networking is a legitimate and necessary part of their job can be discouraged by the payoff because they are doing it in too limited a fashion. On the basis of a close study of 30 emerging leaders, the authors outline three distinct forms of networking.

Read the short version at the Havard Business Review or the complete article here.

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