by Karen Kahn

…when it is a basically inactive collection of unconnected individuals.

The word “network” once held great promise. In the tech world, the advent of an “internet” birthed an age of immediate communication, instantaneous access to “all” information, and a pattern of travel less, e-mail more. I’m disappointed at some of the ways humans appropriated the concept of “network” to foster relationships. Clearly, the opportunities of a world where relationships are interconnected so that sharing is frequent and plentiful are vast. In platforms, such as Linked-In, the concept of online networking resonated. Millions of us signed on, amassed many links, and began frequent postings. In-person “networking” also exploded. Events promoting conversations and connections appeared at most conferences as well as inside organizations. And, so, the metaphor of “network” became a core concept in our personal and professional lives.

Yet, the sheen that surrounded the potential of human networks has seemed to dull in practice. People, meet new individuals, renew dated relationships and add names to lists. However after this point, the relationships, often lie relatively dormant beyond electronic announcements of accomplishments, “must-read” articles and tidbits of inspiration, humor and compliments. Communication, when it occurs, is frequently one way; dialog is relatively lacking.

Let’s make networks truly work. Let’s increase the collaborative potential that can result in cutting-edge creativity, explosive business opportunities and massive prospects that can move each of our lives in directions that are relatively impossible through individual efforts. Leveraging the multi-dimensionality of networks, where one connection leads to another connection, which leads to another connection, etc, can foster exponential possibilities.

So, how do we move from network status quo to my rather lofty vision of vibrant, massively interconnected relationships? Here are some ideas. I would love to hear yours:

1. Increase postings on all platforms that emphasize needs and gives
2. Develop collegial groups inside law firms focused on how can we help each other advance: Who do you need to know? How I can help you expand your work with a client? How do I talk to people about what you do? etc.
3. Create cross-industry groups where we learn about each other’s business and goals and make success happen for each other using our vast grid of relationships
4. Commit to introducing people to each other; let individuals know why you are making introductions and where you think the value lies in the connection
5. Bring more “we” thinking into the pursuit of goals, knowing that there is a high likelihood that “we” can accomplish more than “I”
6. Learn the value proposition of your colleagues so that you can include colleagues in matters, expand the size of work you do with a client, and provide stellar value.
7. Read about and experience the work of an organization that has turned vibrant networking into mega deals: Alley to the Valley
8. Read HBR article on the value of collaboration. If Harvard says it, we know it’s true…  When Senior Managers Won’t Collaborate

If for no other reason, the need for most law firm lawyers to continually develop business necessitates a more buoyant use of internal and external networks to drive collaborative thinking and acting. Further, networks are not all about business. The people in my world who engage in vigorous exchanges of ideas, introductions, resources, information and support are the most fun people I know. Join the party.