In
addition to setting agendas, effective GMs allocate significant time
and effort when they first take their jobs to developing a network of
cooperative relationships among those people they feel are needed to
satisfy their emerging agendas. Even after the first six months, this
activity still takes up considerable time; but generally, it is most
intense during the first months in a job. After that, their attention
shifts toward using the networks to both implement and help in
updating the agendas.
This network-building activity is aimed at much more than just direct
sub-ordinates. GMs develop cooperative relationships with and among
peers, outsiders, their bosses' boss, and their subordinates'
subordinates. Indeed, they develop relationships with (and sometimes
among) any and all of the hundreds or even thousands of people on whom
they feel dependent because of their jobs. That is, just as they
create an agenda that is different from, although generally consistent
with, formal plans, they also create a network that is different from,
but generally consistent with, the formal organization structure.
In
these large networks, the nature of the relationships varies
significantly in intensity and in
type; some relationships are much stronger than others, some
much more personal than others, and so on. Indeed, to some degree,
every relationship in a network is different because it has a unique
history, it is between unique people, and so forth.
GMs develop these networks of cooperative relationships using a wide
variety of face-to-face methods. They try to make others feel
legitimately obliged to them by doing favors or by stressing their
formal relationships. They act in ways to encourage others to identify
with them. They carefully nurture their professional reputations in
the eyes of others. They even maneuver to make others feel that they
are particularly dependent on the
GMs for resources, or career advancement, or other support.
In
addition to developing relationships with existing personnel,
effective GMs also often develop their networks by moving, hiring, and
firing subordinates. Generally, they do so to strengthen their ability
to get things done. In a similar way, they also change suppliers or
bankers, lobby to get different people into peer positions, and even
restructure their boards to improve their relationship with a needed
resource.
Furthermore, they also sometimes shape their networks by trying to
create certain types of relationships among the people in various
parts of the network. That is, they try to create the appropriate
"environment" (norms and values) they feel is necessary to implement
their agendas. Typically this is an environment in which people are
willing to work hard on the GM's agenda and cooperate for the greater
good. Although executives sometimes try to create such an environment
among peers, bosses, or outsiders, they do so most often among their
subordinates.
