For radiologists, networking has always been a crucial part of doing good business, and also providing the best service to patients: those clinicians who know whom to talk to about the latest technology, procedures, and how to navigate the tributaries of reimbursement protocols can offer more savvy care. As the biggest radiology event of the year approaches -- the Radiological Society of North America (RSNA) meeting in Chicago later this month -- the importance of networking becomes crystal clear.
In this world of virtual organizations and remote management, being invisible is easier than being connected. Countless books and articles address this problem, but they often fall short on concrete, "ground zero" advice about how exactly to establish a healthy network. During the 30 years of my career, I've seen good and poor examples of networking. Here is key information from interviews I conducted with Vishal Wanchoo, president and CEO of the Integrated IT Solutions business at GE Healthcare of Chalfont St Giles, U.K., and Luis Castillo, senior vice president of the health services division at Siemens Medical Solutions of Malvern, PA.
Do you recommend that people build a network?
Both Wanchoo and Castillo agree that for anyone to have a successful career they need a network. They feel the word can be a bit "mechanical," and describe a network as building relationships. Castillo notes that you need to be proactive to build a network, while Wanchoo cautions that the network must not be narrow and feels strongly that a network must extend across the company, any customer-facing groups, affinity groups, peers, academic communities, and professional associations. Each connection in your network should be considered with respect to your current role and career aspirations.
What type of networking partners should a person seek to develop?
Networking partners can be found almost everywhere, Castillo said. He suggests developing an internal network, participating in related activities and helping others solve problems. Participating in internal activities makes it easy to talk to people and talk about issues you're experiencing. While it is not natural for people to volunteer for anything, volunteering for activities that can help you, or your team, can be rewarding.
Talk to your manager about bringing people together to address common issues. Your first network is your circle of casual contacts, which could include your close friends inside and outside of your current place of employment and your family members. One of your strongest networks will be with people who function as mentors and coaches throughout your career development, as they clearly have a vested interest in your success.
Seek out people with similar career goals, Wanchoo said. Develop an active network (one within your industry) and a passive network (one outside of your industry). You should have some network contacts outside of your industry so you can capture best practices. The best way to learn is by watching other people, adapting your style, and absorbing best practices into your portfolio of skills. Academic courses are helpful, but watching successful people is the best way to learn. Castillo also added that including those who may not share your same point of view in your networks can be helpful. By surrounding yourself with different groups or people with different opinions and perspectives can help you become more well-rounded and open-minded throughout your career growth.
Overall, both Wanchoo and Castillo said to seek those that help you define your role and career aspirations, and be sure to secure a good mix from different industry segments. Balance is key to gaining the best networking from various perspectives: career, market trends, customer interfacing, and nonprofit and regulatory arenas.
How do you invite a person to be in your network?
The best approach is an informal one, Wanchoo said. Choose relationships that are already comfortable and have reasonable time access. Having access to those external to the organization is a good way to brainstorm ideas and maintain confidentiality. Access your active network at least monthly and your passive network every six to 12 months. Connect via the phone, face-to-face meetings, or videoconference.
Have your career elevator pitch ready, Castillo said. You never know who you'll run into on an elevator, plane, or train, or on the street, for that matter. When you run into people who you would like to be a part of your network, you can share your career goals because you never know who might be looking or who may know someone else who is currently looking. Always keep this in mind and attempt to add people to your network who will advocate for you, promote you, and coach you.
Overall: Avoid being mechanical, but rather be trusting and up-front as to what you are looking for. New people must be mentored at a high level to ensure they have good career development and relationships with their peers. Mentoring is to be done both formally and informally with sensitivity to the needs of women, African Americans, and Spanish speakers as these groups move more into the mainstream of Equal Employment Opportunity Commission (EEOC) focus. To ensure success in the workplace, firms need strong, trusting relationships from the moment a person is recruited and throughout the process of their career growth, retention, and promotion.
There is an etiquette between mentors and mentees, the primary principle being that conversations are confidential. When considering people to be in your network, consider how approachable that person is and respect his or her time. You may ask someone else to help you approach a person by giving an introduction. You must remain open to alternatives if the person you want is not available to you. Do not let technology rule or take place of relationships: It's easy for e-mail or the BlackBerry to replace face and phone time.
How can new or disconnected employees build a network?
New employees must take responsibility for their career goals and align them with networking opportunities to build relationships, Castillo said. If your colleagues are planning a get-together outside of work, tag along. If you hear of a great volunteer opportunity, jump on it. As for disconnected individuals, you should first analyze why you've become disconnected from groups or networks, and whether it is worth the time and energy to rebuild those relationships. Many successful executives succeed because they are like chameleons and can quickly adapt to different settings and different personalities.
Leaders must be sensitive to the needs of new and remote employees. It is important in today's business culture to have active affinity groups, Wanchoo said. With affinity groups for African Americans, Asian Americans, and women, as well as a sensitivity to the multiplicity of languages used in the workplace, it's imperative that all employees feel connected in order to deliver best-in-class solutions.
Overall: From the leadership perspective, new or disconnected employees must feel a part of the team. In larger firms, nearly 80% of employees can be located outside of the corporate office, in remote locations, with little face-to-face time with managers. It's crucial to communicate and set expectations. Ambassador councils provide a sounding board so that disconnected team members and senior management stay connected.
How important is it for executives to have a network themselves?
Very, Wanchoo said. People across the enterprise must see you, hear from you, and be able to reach you. "Networking at my level is about staying in touch with visible and detached people, with customers, associations, affinity groups, regulators, and with potential employees," he said. "Recruiting and retention are our responsibilities and good networking is a pipeline to the future."
Castillo notes that it is important to not become too narrow-minded when it comes to networking. The more senior you are the more you should work to expand the networks you have built throughout your career, and strengthen the relationships with your current employment and industry communities. For example, a chief information officer (CIO) must be familiar with the healthcare industry groups, CEO, chief medical officer (CMO), chief financial officer (CFO), and the customer worlds that intersect his or her area of responsibility. Staying in touch with similar organizations is also important, explained Castillo.
Overall: As you grow in your career it becomes important to have a full 360° view into sister organizations, high levels within customer and supplier organizations, and your people. Some executives' networks include more than 100 mentees, and they grow on an annual basis. A properly conceived and developed network can add visibility and productivity to your career and ensure that it is a vibrant and successful one.
By Dan T. Erler
AuntMinnie.com contributing writer
November 14, 2007
Erler is founder and CEO of the Kansas City, MO-based executive search firm Erler Associates. He attended the U.S. Naval Academy, hosted a talk-radio show focusing on senior healthcare, and is the president-elect for a chapter of the Healthcare Information and Management Systems Society (HIMSS).
Related Reading
Improving the value of "You Inc." to your stockholders, October 24, 2006
Have you outlived your stay or present position?, October 4, 2006
Are you considering changing jobs for the right reasons?, September 13, 2006
My career in healthcare informatics: Is it still right for me?, August 16, 2006
Copyright © 2007 Dan Erler
