We’ve been building social networks for decades. Even before the turn of the century, we were introduced to Yahoo! Messenger and MSN Messenger. Myspace followed shortly after in 2003. Since the earliest days of social networks, we’ve gravitated towards measuring the strength of our network based on quantitative “vanity” metrics such as number of connections and number of likes.
Traditional social networks—Facebook, LinkedIn, and Twitter, for example—are no exception. It’s largely a numbers game. In reality, quality is a much more accurate indicator of the strength of one’s network.
Quantity vs. quality: measuring the value in social networks
Decades of research have revealed that there is a rather strict threshold in terms of the number of individuals we can feasibly develop relationships with. Specifically, in 1992, Oxford University’s Robin Dunbar concluded that an individual can maintain only about 150 relationships at any given time. This has subsequently been called Dunbar’s Number. That is, there is a cognitive upper bound in terms of the number of stable relationships we can sustain.
Somewhat counterintuitively, despite the vast proliferation of social media, humans are still unable to maintain many more than 150 relationships. In a more recent follow-up study, Dunbar discovered that, even in the wake of social media becoming ubiquitous, our brain is still unable to maintain more than 150-180 relationships.
What’s in a social network?
In its simplest sense, a social network is an interconnected system of individuals (including friends, acquaintances, co-workers, customers, and business partners) through which interests are shared, alliances are formed, and opportunities emerge. While it’s relatively easy to measure the quantity of a network, it’s much more difficult to reliably pinpoint the quality of a network.
Extensive research spearheaded by Rob Cross, Professor of Global Business at Babson College, has revealed that there are five primary types of individuals in our networks: Connectors, Experts, Brokers, Energizers, and Resisters. Each type of network entity has a starkly different impact on one’s network.
Connectors
Connectors support us in a multitude of ways, including personal support, trust, and information flow. Connectors enhance the quality of a network because they create alignment and are crucial in terms of bringing individuals together. When connectors don’t know an answer to a problem, they typically know who you should speak to next.
Because they have accumulated significant social capital, they’re typically able to get responses quickly. The most effective connectors are trusted, have credibility, and are willing to help. They are commonly the first called on in a time of crisis.
Super-connectors, a specific class of connectors, have an especially strong propensity to strategically use their network to gain access to valuable individuals. Unfortunately because connectors hold a critical position in their networks, connectors easily become overloaded with requests for help.
It’s important to be mindful of their capacity. If you repeatedly ask for introductions, assistance, and advice they’ll quickly become overloaded and their value will deteriorate.
How to work with Connectors in your network
Connectors create alignment. If you’re in a situation with different mindsets and perspectives and are struggling to get everyone on the same page, connectors can work to align goals and teams.
Connectors know how to find the answer. If you’re struggling to find the answer to a complex non-technical problem, connectors should be your go-to people. If they don’t have the answer, chances are they’ll know someone who does.
Brokers
In addition to connectors, brokers are critical in enhancing the quality of a network. Like connectors, they are central to a network. Brokers, however, are notably different than connectors in that they are defined by the number of ties they have across different subgroups in a network. Importantly, brokers don’t tend to have the greatest number of connections in a network. Their value lies in their unique ability to maintain strong relationships across different subgroups.
Robert Cross’ research revealed that brokers have a unique understanding of political dynamics and both the resources and expertise embedded in a network. They are thus able to mobilize individuals and lead change efforts. According to Cross’ research, Brokers exhibit three competitive advantages:
- They offer broader access to diverse information
- They offer early access to new information
- They have control over the diffusion of the information
How to work with Brokers in your network
Brokers drive change. Brokers have a keen sense of the political dynamics at play in a group. They’re able to rally a group, mobilize them, and incite change. If you’re in a highly political situation, brokers are a need-to-have.
Brokers spur innovation. Because they connect different groups of people, they’re able to create a diverse environment that is ripe for divergent thinking and innovative outcomes. If you’re looking to find that breakthrough idea or you’re looking to have a productive brainstorming session, brokers can be the answer.
Experts
Experts are characterized by their specific knowledge or expertise in a given area. Their area of expertise may be technical in nature. For example, they may have deep knowledge of artificial intelligence, complex systems, or natural language processing.
Or their knowledge might be more specific. Perhaps they’ve worked in the biotech industry for a decade and have deep knowledge of the key players, decision-makers, and distribution channels.
Experts enhance the quality of a network because they prove critical information that reduces uncertainty and confusion. They are highly skilled at their craft and can offer insight that can only be gleaned from years of experience. Experts tend to be highly trusted and are thus very valuable in helping to overcome resistance to change.
How to work with Experts in your network
Experts are at the top of their field. If you’re struggling to find the answer to a niche problem, an expert specializing in the field is your best bet.
Experts tend to be less biased than the general population. They’re more likely to rely on facts and hard data and less on opinions and gut feelings. When working with experts, it’s important not to coerce them to agree or disagree with a particular viewpoint that may bias them towards your desired response. Let them provide their matter-of-fact analysis and judgment.
Experts help overcome resistance to change. If you’re struggling to get buy-in from a group because the members question whether you have a good solution, recruit an expert to offer more objective information.
Energizers
Energizers are extremely valuable—though often undervalued—entities in a network. Energizers are characterized not by their expertise or by their ability to bridge silos but by their ability to generate energy around them. Energizers elevate the performance of individuals in their network. They bring out the best in people, inspire passion and motivation in others, and are especially critical in helping others overcome resistance.
Research indicates that energizers have a pronounced effect on a network. Specifically, a study conducted by Cross, Baker, and, Andrew Parker titled 'What creates energy in organizations', found that when energizers exist in a network, they are a strong predictor of success over time.
Importantly, energizers aren’t necessarily extroverted or overly charismatic. Instead, according to Wayne Baker, Professor at the University of Michigan Business School, energizers have a knack for doing five things very well:
- They create a compelling vision, focusing on possibilities rather than problems
- They motivate others to feel engaged
- They learn from others
- They are goal-oriented but flexible, in turn allowing them to adapt when necessary and/or desirable
- They speak their mind, while maintaining integrity between their words and actions
How to work with Energizers in your network
Energizers create excitement. If you’re in a group with and members aren’t as engaged as you’d like, energizers can quickly change the morale of the situation. Reach out to them if you’re struggling to excite people about an idea or project.
Energizers speak their mind. If you’re looking for real, raw feedback, energizers can be a breath of fresh air. Reach out to them if you want an earnest evaluation of an idea or solution.
Resisters
Unlike connectors, brokers, experts, and energizers, resisters decrease the overall quality of a network. They are polar opposites of energizers in that they de-energize those in their network. They focus on problems rather than opportunities. They are quick to criticize others and are not willing to be flexible in their thinking.
They sap energy from the network and are a critical roadblock to high performance. Resisters have a comparably greater impact on the quality of a network than energizers. Cross’ research, as an example, found that approximately 90% of anxiety at work is created by 5% of one’s network (the resisters).
How to work with Resisters in your network
Talk to them and explain. Resisters can derail. Take time to explain that their pessimism or low excitement level is hindering the group. If no changes are made, cut ties as much as possible.
How to analyze the quality of your network
The importance of analyzing your network cannot be overstated. When we identify which individuals in our network are connectors, brokers, experts, energizers, and resisters, we can reliably assess the overall quality of a network.
- Ideally, a high-quality network should be comprised of a healthy mix of connectors, experts, brokers, and energizers.
- Because energizers can also be connectors, brokers, or experts, a network should contain at least 25% of each of connectors, experts, brokers, and energizers. Each offers unique advantages.
- While brokers are stellar at finding ideas, experts are in a prime position to solve complex and specific problems. Energizers are great at inspiring engagement, and connectors are typically best positioned to drive implementation.
- Experts are unique in that they, according to Cross, “can have a disproportionate effect on an organization’s ability to execute in time of change” as a result of their unique expertise or skill set.
- Finally, energizers are critical for creating the energy to inspire action.
Using Affinity to identify connectors, brokers, experts, and energizers
You can use Affinity to dissect and characterize your network with the help of relationship intelligence.
- Identify the individuals that are most frequently contacted for support and advice. These are likely the connectors.
- Assess which individuals span different subgroups within your network—for example, an individual that is strongly connected to VC firms academic entities, and nonprofit groups. These individuals are likely brokers.
- Figure out which members of your network hold some sort of deep expertise, be it related to technical adeptness or deep subject matter knowledge. These are the experts.
- Finally, identify which members of your network are often involved in successful or unsuccessful projects. These may be measured by wins/losses or by efficiencies/inefficiencies in their project timelines. These are your energizers and resisters.
It’s especially crucial to minimize contact with resisters. Fortunately, according to Stanford University’s Bob Sutton, it’s rather simple to assess whether an individual is a resister. When you interact with someone in your network, ask yourself how interactions with this individual typically effect your energy level using a three-tiered response scale.
- 1 = De-energizing
- 2 = No effect/Neutral
- 3 = Energizing
Once you’ve completed your network analysis, you can use Affinity lists and notes to characterize and classify individuals. Whenever you seek out an individual in your network (or are sought out by an individual in your network) keep in mind which network persona they exhibit and tailor your outreach and interactions accordingly.
The result of assessing and improving the quality of your network can prove transformative. It can result in stronger relationships with customers, improved business development initiatives, and enhanced innovation.
Cross’ research, for example, found that individuals tend to be more innovative and creative when in the presence of energizers. It’s time to steer away from using quantitatively-focused metrics to assess the strength of our networks.
By assessing the quality of your network, you’ll be in a prime position to catapult your impact and ultimate success.
{{request-demo="/rt-components"}}
