A Manager'S Guide To Self-Development by Mike Pedler

By Mike Pedler

This quintessential advisor for development administration talents is helping readers appreciate their complete capability and increase their managerial functionality.

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Qxd 21/07/06 11:56 Page 53 Networking 53 Step 2 Having chosen your first potential contact, now get to know him or her. This will be more difficult than it sounds, but less difficult than you imagine. You can explain frankly that you are trying to get to know more people or, if you prefer a more covert approach, just try to engage the chosen person in informal conversation. Your goal should be to find answers to the following questions: (a) (b) (c) (d) (e) (f) (g) (h) What is the person’s name?

NB. Point (e) is particularly important because of the ‘don’t-know-what-you-don’tknow’ factor; so second opinions greatly enhance the benefit you can get from this activity. Follow-up You probably know the answers to most of the new questions you have posed, but make a list of things you need to know about the others. 1) will help. qxd 21/07/06 11:56 Page 52 Activity 2 Networking Learning areas Situational facts: Social skills: Proactivity The effective manager knows not only ‘what’s what’, but also ‘who’s who’.

I would welcome the opportunity to learn more about the theoretical background to my job. 0 1 2 7. I find that I don’t seem to know enough about external factors such as market changes, new legislation and the like. 0 1 2 0 1 2 0 1 2 0 1 2 4. Other people seem to notice more than I do about what’s happening around them. 0 1 2 5. I don’t really feel tuned-in to what’s happening in a situation. 0 1 2 0 1 2 TOTAL for B. Relevant professional knowledge (Add together the values of all the ticked boxes) PRIORITY RANKING for B.

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