Build your career by befriending organizational ‘king-makers’
In the quest to build a solid network, you’re going to be meeting all kinds of people. In Throw Away Your Resume and Get that Job!, Warren J. Rosaluk estimates that we all have access to 40,000 people who may be in a position to steer us toward a job. He contends that everyone is acquainted with 200 people, who in turn are acquainted with another 200 people. Simple multiplication tells you talking to 200 people gives you a potential network of about 40,000 contacts. It would be a veritable utopia if you have this tiny army of people funneling you information.
It’s incredible fantasy. Realistically, the majority of those people can’t help you, nor do they care to. All it takes is a minority of one to make a difference.
Most human resources consulting firms find that serious networking reduces your job search. If you see two people a week, you may expect the search to last up to a year; if you meet 10 people a week, your search will usually be cut about six months. But if you see 20 people a week, you’re likely to conquer a new job in 90 days or less.
Within any network of friends, family, colleagues and casual contacts, you’ll encounter four types of contacts. According to Northwestern University’s late Victor Lindquist, they are:
1. Those who are insulated and can’t be bothered.
2. People who mean well and will help you when it occurs to them.
3. Sincerely interested contacts who will do whatever they can for you.
4. “King-makers” who attract information and are politically well positioned.
The “king-makers” are the most valuable, as well as the most impressive contacts. Every organization has them. They are strategically positioned at the apex of the information loop with gossip and news flowing to them from all directions. They’re so well connected, they know about events months before they happen.
Although king-makers relish their power, they seldom abuse it. They are master communicators who instill trust because they have no ulterior motives or axes to grind.
Holding the confidences of the world, they are the ultimate power brokers. Hypnotize them and you’ll be amazed at the wealth of information, dirt to classified, that pours out from their vault-like brains. These networkers are the only ones who can separate fact from fiction. No wonder they’re CEOs’
chief confidants or, in government, high-ranking advisers. When crisis strikes, they’re the first ones called.
They exist in every company, field and specialty. They can occupy every rung of the power ladder. Don’t mistakenly think they’re an organization’s top power broker, a CEO, CFO, CMO, or CTO. They don’t always occupy organization’s corner offices. But they could be close to or the confidants of the company’s movers or shakers, Lindquist said. In short, they’re people to befriend and learn from. They’ll show you how to tap into the information chain.