Managing Networks and Relationships

A key attribute of successful physician leaders is their ability to build and manage a network of personal contacts. Networking, defined as a person or institution consciously developing interactions and relationships over time,(1) is also about building reputations and fostering social capital. It’s an active, purposeful behavior that enhances decision making and information acquisition.

Networking is not a singular event nor is it necessarily planned. Every time one person interacts with another, whether it is in the context of a formal meeting, negotiation, or simple discussion, networking opportunities arise that offer each party the chance to develop a strong personal identity and to grow professionally.(2)

Modern networking is complicated by the presence of online social networking sites such as Facebook® and LinkedIn®. These sites increase the number of individuals with whom a physician leader can connect, which is an advantage. However, physician leaders must be continuously mindful of the types of information they share because information that is posted on the Internet is permanent. Careers have been jeopardized by inappropriate comments posted online and networking opportunities have been reduced by inadequate writing skills and questionable thought processes displayed online.

In general, networking begins at the local level. This includes networking with the medical staff, administration, and board of directors. Knowing the key stakeholders within each of these groups allows physician leaders to more easily advance their agenda.

Successful networking does not involve just one interaction between individuals or institutions. Because networking is not created or developed in isolation, it can be regarded as several interdependent relationships.(3) However, single interactions do affect future relationships because they alter individual perceptions of people involved in these interactions.(1) Relationships, whether on an individual or corporate level, are prime drivers of successful negotiations and should be considered significant assets to the individual and/or the institution.(1)

Essentially, networking activates the platform resources and ideas of others. It can provide physician leaders with significant advantages in the marketplace by giving them information and context relative to their professional activity.(1) Being involved in a robust network can challenge physician leaders’ ideas and perceptions, which contributes to professional and personal growth.

Connecting to global platforms such as Facebook or LinkedIn gives physician leaders an enormous advantage their colleagues did not have a generation ago: efficient communication with and quickly acquired information from people of varying viewpoints around the world.(5,6)

Prior to the debut of the Internet, personal and professional networking consisted of face-to-face conversations; written and oral communication; and social, business, and professional meetings. The digital world has magnified and accelerated interactions in ways that were not possible 30 years ago, yet all of these traditional networking strategies are useful today. These types of interactions include maintaining contacts, socializing, engaging in professional activities, participating in community activities, and increasing internal organizational visibility.(4)

Today’s social networking is a necessity as it provides the platform for a physician leader to develop and grow a personal brand, gain knowledge, and establish relationships. It also allows for rapid communication with peers, employees, and key stakeholders such as customers, colleagues, and the community as a whole. Finally, social networking provides the opportunity for learning and for receiving and providing feedback, which are key activities that every physician leader needs to master.(5)

Personal and Professional

Physician executives should consider two network platforms: personal and professional.(5) From a personal perspective, a physician leader may want to communicate with family and friends on sites such as Facebook or Twitter®, but there should always be a boundary between personal and professional platforms and the kinds of information shared on each.(5) Be aware that these boundaries can become blurry when colleagues are friends.

When using social media sites, it’s important to remember that anything placed in the digital world can be accessed by others now and in the future. Checking with the legal department about Internet rules and regulations and about what intellectual capital can be shared is prudent.(5)

The physician executive’s professional platform may consist of two separate components: a communication component and a professional messaging component. Communication components may include social media outlets such as LinkedIn, Facebook, or Twitter; the professional messaging component may be comprised of professional development or idea-sharing via YouTube® or professional blogs.(5) These social media sites provide not only valuable information, but also support and guidance as professionals advance through their careers.(2)

There are risks associated with using social media.(5) Physician leaders must decide with whom they will connect, remembering that the boundaries between personal, professional, and corporate confidential information can become blurry. If using a corporate information technology (IT) system to access the Internet, they should make sure they are complying with institutional guidelines on information sharing and Internet access.

Sharing institutional capital carries legal implications, so it is best to remain cautious.(5) Physician leaders should be mindful that any personal information that they share digitally can be accessed by their CEO or other organizational leaders, such as the board of directors.

Face to Face

Although much of the networking activity in today’s world appears to be digital, physician leaders should not disregard or diminish the importance of one-on-one interactions with colleagues, friends, and other professionals.

Membership in community associations such as the Chamber of Commerce can be helpful additions to the physician leader’s network. Professional organizations such as specialty societies can provide valuable information about healthcare processes and can give the physician executive the opportunity to establish relationships with other physician leaders.(7)

Networking in the Workplace

Overall, networking helps to advance careers, build knowledge, and shape both personal and professional relationships. It also can be considered a form of modern-day mentoring,(7) key to developing one’s career when the burden of career development has shifted from the organization to the individual.(7)

Data are beginning to clarify the value of professional networking.(7) Professional networking increases internal organizational visibility and thus may enhance the possibility of promotions and increased compensation. Individuals who accept external speaking engagements or roles in external committees or community activities are more likely to be perceived as successful.

Although somewhat ambiguous, the data indicate that females may benefit less from networking as a career enhancing strategy than men.(7) Many factors may play a role in this observation, as men are perceived as being more central in the organizational network than women. Additionally, men may be perceived as more powerful and influential than women.(7) Also, maintaining professional activities seems to enhance total compensation for men, but not for women. Further research is needed to explain reasons for these disparities.

Part of a physician executive’s job description may include recruiting other physicians to the organization. Social networking websites including Facebook and LinkedIn are important tools for both screening and recruiting applicants(8) and can provide valuable contextual information about an applicant that may not be evident in a face-to-face interview.(8)

Another benefit of networking relates to employment. Since physician executives’ longevity in the job tends to be short, fewer than three years,(9) physician executives need to be prepared to move on to the next opportunity. The majority of professional jobs (70 to 80 percent) are not obtained through advertisements, but rather, through ongoing networking.(10) Here the role of social networking takes on personal importance.

Physician leaders should continuously develop and enhance their social capital in addition to their administrative skills. This development of social capital makes them more marketable.(11) In addition, building network relationships over time develops trust among colleagues, which encourages them to help each another without fear of manipulation.(11)

Social networking can be useful, yet it also can present challenges for some people, including those who are uncomfortable with social interactions. As a general rule, introverts and those with low self-esteem tend to avoid networking because they lack confidence in their personal skills and abilities.(11) Physician leaders who are introverted and feel uncomfortable networking should seek skill-building opportunities. A good starting point is to work with an executive coach who can help them overcome the fear of networking.

In Summary

When effectively managed, social and professional networking can provide important resources to help physician leaders be more successful. When managed poorly, however, they can harm physician executives personally and professionally.

References

1. Ford D, Mouzas S. The Theory and Practice of Business Networking. Industrial Marketing Management. 2013;43(3):433-42.

2. Bodell S, Hook A. Using Facebook for Professional Networking: A Modern-day Essential. British Journal of Occupational Therapy. 2011;74(12): 588-90.

3. Snehota I, Hakansson H, eds. Developing Relationships in Business Networks. London: Routledge; 1995.

4. Forret ML, Dougherty TW. Networking Behaviors and Career Outcomes: Differences for Men and Women? Journal of Organizational Behavior. 2004;25(3):419-37.

5. Dutta S. What’s Your Personal Social Media Strategy? Harvard Business Review. 2010 Nov;88(11):127-30.

6. Vascellaro JE. Social Networking Goes Professional: Doctors, Salesmen, Executives Turn to New Sites to Consult, Commiserate with Peers; Weeding Out Impostors. 2007. Wall Street Journal. 2007;Aug. 28:D1.

7. Forret ML, Dougherty TW. Correlates of Networking Behavior for Managerial and Professional Employees. Group and Organization Management. 2001;26(3):283-311.

8. Vicknair J, Elkersh D, Yancey K, Budden MC. The Use of Social Networking Websites as a Recruiting Tool for Employers. American Journal of Business Education. 2010;3(11):7-12.

9. Day GS, Malcolm R. The CMO and the Future of Marketing. Marketing Management. 2012;Spring:34-43.

10. Koss-Feder, L. It’s Still Who You Know . . . In the Boom Economy, Job Hunting Is a Way of Life. Here’s How To Do It. Time. 1999;153(11):114F.

11. de Janasz SC, Forret ML. Learning the Art of Networking: A Critical Skill for Enhancing Social Capital and Career Success. Journal of Management Education. 2008:32(5):629-50.