others and through active linking, you also make a positive contribution: they create a benefit for the participants and become visible as someone who likes to make others visible and uses them.
Strategy 4: Ask friends to introduce you to someone
This strategy works well even for high-ranking people, to which a large number of people go and the contacts are not quite stress-free. A mutual acquaintance or acquaintance works wonders here as a mediator.
You contribute to your success by thinking of getting a good start into the conversation. However, before you decide for yourself who you want to be introduced, who should present you this person and above all, what you promise.
Strategy 5: Be consistent
Good networks live above all on consistency. This means two things:
First, you should be active on a network for an extended period of time. Only then can you see the real benefits and your relationship work will bear fruit. The typical quiet strength "persistence" benefits you.
Second, consistency means you are patiently building and maintaining your contacts. This includes communicating with the people you find interesting in the respective network.
Strategy 6: Stay up to date
This strategy closes almost seamlessly with the previous one. Because if you want to be successful with continuity, you have to keep a regular record of the events:
Who did you meet?
What do you find interesting?
What information about your conversation partner do you want to keep?
Many experienced networkers use digital networks such as XING and LinkedIn. There are also many contact management programs and apps, as well eMailPrograms with contact management options that you can use.
Young executives on the stony road to respect: tips for approaching bosses
// By Henryk Lüderitz
"Well, was there a coaching for you?" a former teammate asked me brazenly when we met in front of my superiors' office. I was extremely tense and about to give him my opinion. But since I had just been promoted to manager - certainly not the best tactic.
To give up or remain firm?
The reason for my near-excitement: Said former team colleague had complained to my boss about me. But I was not aware of that in the way. How should I behave now? Giving up and letting the matter go, or going on the offensive?
Who leads must master the right balance in every situation - especially for young managers at first unaccustomed and delicate: When is it sensible to give in? In which areas, on the other hand, is authoritarian intervention more effective? Young managers are permanently in an inner conflict.
Intermediate ability and empathy
If colleagues complain to their supervisor behind the back of the executive, they lack the necessary decency and respect. If already complaints, then face to face.
At this point, lowering and retreat would send the wrong signal. Therefore: calm but determined the conversation search.
Clear boundaries
The aim of the conversation should be to solve the problem on a professional level. Therefore, briefly and briefly ask for the professional reason for the complaint, but always remain appreciative.
In addition, it should be made clear that this approach is in no way appropriate and is not tolerated any further. Afterwards, it is up to the management to inform the supervisor about the conversation.
3 Tips for prospective executives
1 React emphatically - as long as the complaints are brought up to you or the person responsible. Address the feelings of your conversation partner and put yourself in their position: "I can understand that you are now disappointed or upset." Your counterpart feels understood and is more open to a factual description of the events and a constructive search for solutions.
2 Extend your elbows when you are passed over or behind. In a short (!) One-on-one discussion with your colleague, you should clarify your point of view factually: You are the first point of contact for problems and issues that affect your area of responsibility. Your body language and your eye contact must underline the urgency without being threatening. If your colleague does not follow this procedure in the future, you will speak to his boss - you should also communicate this clearly.
3 Respond vigorously when complaints or criticism are made publicly. If you are criticized in a meeting that is unachievable or overdated, be courteous, but definitely, to discuss the topic at a different time. Hot discussions do not belong to the public!
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