Relationships and reputation in the enterprise: a course outline

One of the best things about working for a large company should be the vast array of roles and opportunities throughout the firm. Yet, for most people, it’s easier to find a job across town than across the hall.

So people tend to stagnate in less-than-fulfilling roles. Or leave. And tremendous personal and corporate potential are squandered as a result.

I think we can change this. And the key is teaching people how to build relationships and shape their reputation at work.

The weakness of strong connections

If you want access to opportunities, then you need to know about them. And the people with the opportunities need to know about you – who you are, what you do, and how well you do it.

There are two big problems with this. First, it’s very difficult to find out what opportunities really exist. Great opportunities are often created with a specific person in mind. And most never make it to any official clearinghouse before they’re already filled. Internally, all you can do is discreetly ask your closest connections (your “strong ties”) to keep an eye out. In large firms, though, there are simply many more opportunities than your small circle could possibly know about.

Second, when people want to know about you, the main source of information is typically your manager. The manager is the one who has the official view of your performance and who needs to sponsor you for promotion (and often other opportunities).

So, as we hope to match the right people with the right jobs, we have an incomplete and incorrect view of both.

The strength of weak ones

But we’ve known for a long time there are better ways. Almost 40 years ago, Mark Granovetter authored the most famous paper in sociology based on his findings that “most jobs were found through ‘weak’ acquaintances.” Simply put, he found that people outside your strongest connections were key to matching people and opportunities.

Hence the age-old importance of networking. Of going beyond your circle and creating a network of weak ties. The more people who know you and know what you do, the more opportunities you’ll be aware of.

More recently, social platforms have made it easier to create social networks and make them larger than ever. And since these these tools make it easy to publish and get feedback from a wide audience in a public way, they allow you to shape your own reputation instead of having your manager do it.

If we know that social networks are “indispensable to individuals’ opportunities” and that it’s easier than ever for anyone to build them, then now’s the time to teach the required skills at work.

What would a course look like?

I’m preparing a “Relationships & Reputation in the Enterprise” course to be taught within a large company. There’s no special system or 12 step program (all of the course elements are widely available). If there’s anything new, it’s the idea of teaching employees these skills in a corporate environment in order to improve mobility, diversity, and engagement.

The basic structure

Most corporate training is delivered in small chunks, either online or lecture style. This is great if you want employees to know the latest anti-money laundering rules. But it’s bad if you want to teach them life skills.

So the course I’m planning will take place over 3 months. And it will be 10% learning- by-lecture and 90% learning-by-doing. Here are the main elements:

  • 6 half-day classes (lectures and in-class exercises)
  • Peer support groups: each person is matched with 2 others to form a peer group. They’ll meet regularly outside of class to share progress and challenges; to listen and help.
  • Coaching: access to coaches to escalate issues the peer group can’t handle
  • Social events to reinforce class bonds (particularly among the peer groups) and to practice certain conversational skills taught in class
  • External guest speakers: people who’ve achieved their goals through relationships and reputation
  • Internal guest speakers: people within the firm who are successfully applying concepts in the course

The 5 main topics

I was lucky enough to participate in a program by Keith Ferrazzi called the Relationship Master’s Academy. It consisted of 3 weekends over the course of a year with peer support groups that met between sessions. The content consisted largely of material from his two books: “Never Eat Alone” and “Who’s Got Your Back?” (The in-person academy has since evolved and become an on-line offering called myGreenlight.)

Inspired in large part by Ferrazzi’s ideas, here are the 5 main topics we’ll cover in “Relationships & Reputation in the Enterprise”:

1. Defining your personal goal

This is the most obvious and the most difficult part of the course, working with each person to think through and articulate what they want to achieve. And how that objective fits into a broader picture of their future life. Exercises include each person sharing their goal with their peer group and discussing it, often asking “Why?” in an effort to ensure the goal will lead to greater engagement and fulfillment.

2. “Leading with generosity” and the basics of building relationships

Perhaps Ferrazzi’s greatest contribution has been to reframe how people think of networking. He helped make it less about point-to-point transactions and more about leading with generosity with a broad, diverse set of people who can help you reach your goal. This section includes content on generosity, authenticity, and intimacy while also providing techniques and exercises on how to employ those concepts in an enterprise context.

3. Listing your assets

To lead with generosity, you need to have something to give. And most people think too narrowly about what they have to give, thereby limiting their interactions. This section helps people think much more broadly about what they have to offer. Through numerous examples and exercises, everyone develops a comprehensive inventory and how to make use of it.

4. Your social networking plan

Armed with a clear sense of purpose, an understanding of how to approach people, and an inventory of what you have to offer, the next step is to identify who can help you – both the kinds of people and specific individuals. You’re not trying to get anything specific from each person other than a closer relationship through authentic, generous behavior.

The idea is that the sum of these actions over a broad, diverse network will lead to a set of closer relationships that are fulfilling in and of themselves while also yielding more opportunities. The exercises are all about helping people put the ideas into action, helping them build their network as they learn.

5. Using social platforms

So far, all of this has very little to do with technology. Dale Carnegie could have taught this course in 1936. The last section of the course is to teach people how to use modern social tools and practices to shape their reputation through curating and publishing content while they establish and enrich more connections.

What’s next?

My hypothesis and my hope is that everyone can learn the skills needed to build relationships and shape their reputation at work.

But is a 3-month course the best way to teach people? Is this the right set of topics?

With this post and with the first class, I’m hoping to take a step. To attract more opinions and ideas and to keep evolving the course.

As I wrote in my first post:

“…Gallup was right in asserting that increased engagement at work boosts productivity. They said disengagement costs $300 billion in the US. I think they’re off by a factor of at least 3.”

The opportunity to improve our access to opportunities is of huge value to both the individual and to the enterprise. It’s time to do something about it.


About John Stepper

Driving adoption of collaboration and social media platforms at Deutsche Bank. (Opinions here are my own.)
This entry was posted in Management, Self awareness and improvement, Social Business and tagged , , , , . Bookmark the permalink.

26 Responses to Relationships and reputation in the enterprise: a course outline

  1. Great post John! We lay so much emphasis on networking – every graduate event, every townhall mentions the importance of networking, but never have we really put forth clearly what exactly it implies. And what you said about weak acquaintances is so true – I had been looking for a new role since March this year and finally found one last week (through new people I met briefly at the GT job fair). Cannot wait to be on this course at work! Thank you for being so awesome and bringing about such wonderful changes 🙂

  2. Ryo Yamasaki says:

    I agree that the class require more docing than lecture and having peer to keep momentum make sense and having coach to help overcome issues will assure one to make through the course. I agree that topic 1-4 is not a new technology and I have been thinking these are obvious points but only those “networking” guy can do this ( or non “networking” guy will have more challenging time to do this ), but with new social netwroking technolog, it makes it easy for non networking guys ( like me ) to achieve the goal. I think that is what is new and nice about the current movement. I am hoping to attend one of those classes.

  3. Thomas Lukoma says:

    Where do I sign up and when can I do so?

    • John Stepper says:

      The first offering will likely be to a select group of 12-15 ppl. First course may be in early 2012. Depending on the results (feedback primarily), I’d seek to institutionalize the course and open up enrollment. Lots of learning to do between now and then.

  4. Rachel Happe says:

    Hi John –
    As you already know, I love this idea and I love how experienced based you are making it. One thing that I didn’t see explicitly here but is part of defining your personal goal is knowing yourself and understanding in what context you are likely to thrive, and then orchestrating that social environment for yourself.
    An example of this is that I really dislike the idea of self-promotion. I don’t happen to think that I am that interesting as such. What I discovered is that what I am comfortable promoting is my ideas and perspectives. As it turns out, other people are more interested in my ideas then in me too (especially initially).
    Somehow the idea of ‘networking’ has this stilted image of people standing around awkwardly in a sterile room and exchanging business cards. I did that for over a decade. It took a while to understand how I was most comfortable building relationships.
    Regardless, this is awesome and I think it may help change people’s perspective on who has agency in their career and will take them from waiting for someone to notice them to asserting what they know in appropriate places and spaces.

  5. John Stepper says:

    Rachel, this is a great comment and raises a point I’ve been struggling with. There’s a reason many people go through life not “understanding in what context [they] are likely to thrive.” So how could I possibly help them in a session or two?

    Well, I hope:
    a) I can help people think broadly about their goals
    b) the act of writing it down and sharing will help them think it through
    c) peer support over time will help people refine and in some cases rethink their goals
    d) they can try the entire exercise again if they “get it wrong”

    All of these things applied to me when I attended Ferrazzi’s course. My first goal turned out to be completely wrong for me. But the experience taught me a lot and made me much better prepared to work on my second (current) goal.

    • Thomas Lukoma says:

      John, I think one of the things I have found very helpful in finding out what contexts I thrive in was personality assessment tests like Myers Briggs, DISC etc. They helped articulate some key hints for me that I then filled in over time in terms of what types of situations I was most successful in. In the context of your course, I think an abbreviated version of one of these tools will get a lot of mileage because most people never do the introspection on their own that those tools help with.

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  7. This is an amazing idea and exactly the kind of “new” skill-building training we need in today’s business world. I’m especially interested by the “leading with generosity” concept which is clearly related to a lot of what powers social media – sharing thoughts and blog posts and information the might provide value to any individual’s online “audience”. I think your five topics are spot on – can’t wait to hear how it goes.

  8. This is a great course outline, I’d love to participate! You have certainly done your homework.

    How is the execution of the course coming?

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  14. Ravindra Gupta says:

    Hi John ,
    Its a great Idea … While most of us understand “What” it makes to reach to your goal and thrive for it . The difficult part is “How” and devise a successful approach for it . Your course looks great and pls advice how do i sign up ?

    • John Stepper says:

      Hi, Ravindra. We’re piloting the course now. Based on how that goes, we’ll see how/if we can offer the course to more people in more cities.

      • Ravindra Gupta says:

        thanks John , Will be eager to see the feedback and findings and pls let me know if you have any reading material .

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  17. Have you read Gary Hamel’s “Management’s Dirty Little Secrets” on employee engagement? “Engagement may have been optional in the past, but it’s pretty much the whole game today”.

    • John Stepper says:

      Thanks for the tip, Leon. I haven’t read much from Gary Hamel but I’ve seen a lot of references lately to his blog and books and will make up for lost time. I have the “Future of Management” in the queue.

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