Talent

Every organization has a hidden system: a web of relationships and informal networks that people use to complete day-to-day work. This system has its benefits: it helps get things done, disseminate knowledge, and incubate innovation. However, most leaders are unaware of how these networks influence productivity or workflow. By ignoring human networks, leaders miss out on an important network dynamic that can make or break talent management and change initiatives.

Within every network, 5 – 10% of nodes (in this case, individuals) represent critical connectors. These individuals have disproportionate influence over the whole. The critical connectors are:

Hubs – Highly connected individuals who communicate directly and frequently; Gatekeepers – Individuals who manage information flow between areas or around expertise; and Pulsetakers – Quiet, behind-the-scenes influencers who subtly lead and learn.

Succession planning is a great idea. All too often, though, it fails to deliver on its promises by promoting the wrong person into the job.

The problem is that the people making the decision use the information they have at hand about the person’s knowledge, skills, and experience in the company. That sounds good, but it’s missing something important: the relationships.

People get things done in organizations through people. And if the relationships aren’t strong, the person won’t succeed.

Check out this quick slide show to see a story of succession gone wrong, and why, through the lens of organizational networks.