As we climb the ranks of our organization and lives, improving our network may be the last thing on our minds. We tend to face the main problem: Finding the hours to guide our teams through the significant strategic issues we face, like expanding the business? Networking, which I have heard defined as the unpleasant task of trading favors with strangers, seems to be a luxury we can no longer afford. If this sounds all too familiar, don't worry. It's not unusual. Numerous studies have shown that networking is simultaneously one of the most self-beneficial yet one of the most dreaded challenges that aspiring leaders must address. Their discomfort is understandable. Typically, managers rise through the ranks by building a strong command of their jobs' technical elements and accomplishing their teams' objectives. When challenged to move beyond their specialties and address strategic issues facing the overall business, many managers do not grasp that this will involve building relationships. Nor do they quickly grasp that interactions with a diverse array of current and potential stakeholders are not distractions but are at the heart of their new leadership roles. That is why today, we are discussing building your social network.

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