density of the network

In this video, we'll talk about two extremely interesting and extremely important ideas that emerge from density of the network. These ideas are centrality of the network and structural holes. These are ideas that are actually derived from the whole idea of interconnectedness of the ties of a network. Let's look at the first one, which is centrality. Now centrality, as the word indicates, tells us how central you are to a network. You can very well imagine this is going to be dependent on the density of the network. As we had discussed in an earlier video, we talked about density, which is about interconnectedness. If there is a network, which is very high on density, well, then people are any ways connected to each other. Centrality may not be there. What is centrality? Centrality is essentially whether you occupy central positions in that network, whether you occupy important positions in those networks. Those positions could be because of having access to information, access to finances, access to the sources. How central do you become to that network is one very important aspect here, is how densely or not so dense is your network that you are a part of. Now let's look at this diagram that I had discussed in the earlier video. This is a less dense network. This is a network where people are not very connected to each other. You occupied this position that is connecting these different people. Well, you become central to the next one. You are occupying a central position because the information flows through you. You become more central to the whole scheme of things. If things have to be done, if things have to be performed, you are the important person who has to be. Now look at unions, union and the union leader. Union leaders become so powerful because these are people who can actually integrate this diverse set of people, and all the information therefore flows through them. They become those important people via whom the information, the resources are all also. Remember, few people become central to networks. It's not that everybody becomes central to networks. One is, how well are you connected? Second obviously is your personal path, your ability, your experience, your skill sets, and so on. But here, we are focusing more on the relationships aspects, so how well are you connected to others. Centrality is often related to hierarchy. People who are higher in positions, people who have positions, positional part, they are also central because they are connecting different peoples. Typically you will see bosses or people senior in the organization. They are more central because they connect different stakeholders, different parties. That is another aspect that provides centrality. But centrality could also be with people who are highly connected. Now let's come to the last characteristic, which is related to density or the last characteristic of networks, which is structural holes. Now structural hole as the phrase, as these words indicate, it means that between any two networks there are holes, there are voids. These networks are good. Network A has a set of people, and these people are interacting amongst themselves. Network B is the network and people are interacting amongst themselves. But these two networks, network A and network B, do not interact. We say that structurally there is a hole, there is a void in between these two networks, and these networks are not communicating. There is a void that exists. Now as a leader, as an individual, what can provide you relational power is your ability to bridge this structural hole. Can you become that medium which can connect network A with network B? That can make you extremely powerful in the whole scheme of things. That can make you important for network A as well and network B as well. As an individual, you can add value. You can broker information from passing from one network to the another, you can even broker different resources. Now this is a piece of research that was done on networks. If you look at two individuals here, James is one individual who's connecting people. But these are, you see, people who are in similar contexts located close to each other. On the other hand, there is Robert, who is bridging, who is connecting networks that are far apart and even multiple networks, more networks. Robert is actually filling up a structural void, is bridging a structural hole and can connect network 1 to network 2, 3, 4 and he becomes extremely important in the whole scheme of things. Research shows us that people like Robert are better positioned than James when it comes to being promoted in organizations, being rewarded, being recognized, they get better salaries. They are more better when it comes to entrepreneurial opportunities. These are people who are typically more successful, if I may say. Structural holes and structural ability to bridge voids becomes extremely useful. My last question to you all is think about your own network as a learner, as an individual who is growing in the leadership position, who wants to grow in the leadership position. What's your network centrality? Are there any holes that you are bridging? Remember, your ability to become central to networks adds to your power. Ability to bridge structural holes will add to your power as well as centrality, and forming relationships with people who are central to the networks rather than forming relationships with anybody, just anybody, does not help. But if you've got to be powerful, form relationships with people who are central to your network. That can make you more central. That can also add to your network. Thank you very muc

[MUSIC] Hello in this video, we'll understand about principles of developing networks. In earlier videos, we have now exposed ourselves to the ideas of networks. We've exposed ourselves to different characteristics about networks, and we have also reflected on what is going well in our networks. We have also thought about maybe what we should do when it comes to developing or what are the things that are needed in our networks? What are the things that we need to add to our networks in order to develop them? So in this video, I want to share a few insights about how can we develop our networks and thereby, enhance our network power or relational power. So there are three important steps for network building. The first step is diagnosis, something that we've done so far. When we did the network assessment exercise, we've looked at our network structure, we've kind of identified patterns. We've kind of assessed what are the gaps? What are some of the places that need to be filled in when it comes to our networks? The second and the third is where we are going to focus now, which is developing the network and then also maintaining the network. What is developing the network? We've got to think about proactively. How do we develop our networks?. What is it that we can do? What are some of the things to be practiced? Principles of developing networks and then how can we maintain those networks? So if we've got to think about development to start with, I'm going to talk about two very simple things. Find first of all, who are the people with whom you want to build ties, okay? And secondly you've got to be very clear what is it that you bring to the table when it comes to building relationships. So first know whom you want to build a relationship with, and second, what is it that you bring to the table? Second, network maintenance that I'm going to talk about later in the video, remember it's a trade off. It will always be a trade off between your productive time and networking. It is not that we all have to do this as a full time job. We have our full time jobs to take care of, but given our full time jobs, we've got to also build our networks. We've also got to build our relational bars. So we've got to think about who are those contacts that we want to build strong ties with. Who are the ties with whom we can be on a weak term, but we will keep those ties alive and use them judiciously to balance our different goals. Different needs that we have in our careers in our life. So the first thing when it comes to developing networks, be proactive. Remember, you've got to proactively think about individuals whom you want to be in your networks, okay? And you've got to look for opportunities and every opportunities as I say, is an opportunity to develop your network. But you must know who are those people whom you want to build relationship. However, having said that, please build relationships wherever you go, leave a good first impression. Leave a good impression with people you may not want to, maybe you may not have an immediate reason to interact with them. But it is okay but build the relationship, focus on the value that you add to the network extremely important. You've got to be very clear. What is it that you bring to the table? What are your strengths? What is it that you contribute in that relationship? Remember, I tell this all the time, everybody has limited time if you want, somebody should talk to you. You should be very clear what is the value you add in that particular relationship, and always take a long term view. Okay, trust and credibility is built over time. It's not that things will change overnight. You've got to be patient, you've got to build those relationships over time and then think of how or when you can use them. Some principles about network development, honesty and purpose, you've got to be honest. Don't be manipulative. Okay, it is being honest. As I said, build relationships wherever you go, so you've got to be honest if you are manipulating, if you are cheating on people. Well, that does not really help maximize the value of each conversation, be very clear, what is it that you want expect and what is the value you add to that particular relationship. Practice consistency and reciprocity as I also say. Consistency, reciprocity very important if you won't help from others, you must also be willing to help them when it comes. Okay, so it is important that you reciprocate that trust, you reciprocate that help, you reciprocate that credibility over time. And again, as I said earlier in the video, everybody is working on limited time, okay, respect their time. Please do not waste their time. Be specific in your request. If you go with a request saying, well can you help me finding a job? Some people may not help because remember you are asking them to find job opportunities for you. But if you go with a specific request, can you help me connect with somebody in this particular organization? A that is a more specific request and the person may be more willing to help you because you have gone with a specific request. If you go with a general request, please find job opportunities for me that may not work. People are working on limited time. Okay, so find opportunities to network, find opportunities, attend conferences, attend industry groups. Okay find platforms where you can connect with people, give attention to people when they are conversing. Okay, remember mindfulness that we have talked in earlier videos. It shows respect to people when you are listening to them attentively, say thank you. Email back spontaneously, immediately send out a simple message that can really help and be kind, be generous when giving feedback. Even if you are rejecting people. Okay, this may be useful for seniors who are maybe dealing with juniors. Please give them feedback when you are dealing, rejecting them or selecting them. Be kind to them, bridge structural holes wherever possible. That really adds to your power centrality in the whole scheme of things. Finally, some ideas about network maintenance. Remember networking is our trade off. It takes time, it takes away productive time. So you've got to balance time between building ties, maintaining them and doing the work. That is essential. Remember, I'm repeating it again. This is not your full time job. Large networks will take time to build and they are useful when you need assistance. Different jobs will demand different kinds of networking, if you are not the kind who likes to talk a lot to people well, that is absolutely fine. But what I'm trying to do here is just to sensitize you to the idea that networking may help at times. And it is a useful idea to think about. To summarize, I want to leave you with this thought. Your network is your network. When you are looking at yourself as an individual from here onwards, please think about your networks, gaps in your networks. How you can develop networks and maintain them, the relationships that are important to you. Relationships that are useful to you. And also remember be willing to reciprocate whenever, wherever somebody needs your help. Thank you very much