"Traditionally, self-help books on networks focus on going out and building mammoth Rolodexes. What we've found is that this isn't what high-performers do. What seems to distinguish the top 20 percent of performers across a wide-range of organizations is not so much a big network. In fact, there is usually a negative statistically significant likelihood of being a top performer and knowing a lot of people. [My emphasis.] That doesn't mean top performers don't network, though. What distinguishes them is how they make connections."
"They develop "open" networks. They build ties outside their specialty or field. Instead of limiting their network to people within their industry or area of interest, they branch out. Research shows that people who build open networks earn higher salaries and get promoted more rapidly. They manage "balanced ties" across organizational lines to obtain information and influence impact. They network not just across functional lines, but also up and down hierarchical levels."
Large networks do not predict top performance; there is a negative statistical relationship between knowing many people and being a top performer. High performers build open networks that cross specialties and industries, gaining higher salaries and faster promotions. They manage balanced ties across functions and hierarchical levels, connecting with CEOs and frontline staff to access unique information and support. They nurture relationships that extend abilities, broaden perspective, and increase influence. These networks foster a sense of purpose and satisfaction that motivates harder work and sustained high performance.
Read at Inc
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