WorkWise: Informal partnering for professional gain

A touch of anxiety often accompanies challenge on the job, whether you discover it on your own or it’s presented to you. Sometimes the best way to meet a challenge is by informally partnering with another person.

But before you do, make certain that the company supports your doing so.

Not all companies want employees or divisions to partner informally or team, according to Denise Rodriguez-Lopez, the American Express OPEN Advisor on Teaming. If you’re not certain, ask your supervisor (or HR) to explain the company’s policy.

She also mentions that you might have to “change your mindset from an ‘I’ to a ‘we’ (to) share the responsibility and recognition.” Rodriguez-Lopez is president and CEO of The KMJ Company LLC in Fairfax, Va.

‘WHAT YOU KNOW ... AND DON’T’

IBM advocates informal partnering and teaming. The company’s Keith Dierkx exemplifies informal partnering par excellence. He manages teams with people in their 20s through 70s in more than 80 countries working with national railroads. Based in San Francisco, he is global industry leader for Rail and director of the Global Rail Innovation Center.

Dierkx is practiced at informal partnering to meet company objectives. He doesn’t pause when a challenge materializes. Instead, he adheres to this philosophy: “Know what you know and know what you don’t know.” Then he looks for help.

Partnering is the norm in IBM’s “collaborative culture, collegial environment (where) people have the knowledge or time,” Dierkx points out. And they usually do.” He mentions a client in Asia, for example, who wanted very unique technology. He had to locate experts to help, which could mean circling the globe to find the expertise.

Working at IBM presents three options:

– the company’s formal network, which can take longer than his schedule allows and can’t always uncover a hidden skill;

– an informal network to find people working with similar technologies; and

– formal or informal mentoring.

The informal network worked quickly, turning up the needed expertise. A colleague with an airlines specialty referred him to “a bright, young expert in Poughkeepsie,” Dierkx says.

“He had exactly the knowledge and expertise, even with different industries.”

Eighteen months later, the expert travels to work with the team in Asia. The client is getting what he wants; the company is creating new technological solutions; the expert is expanding his skill base with another industry; and Dierkx is meeting his objectives.

THE NETWORK

Dierkx knew when he took this position that he’d be calling on other people who knew what he didn’t. He developed a network with five internal colleagues, all of whom could share their expertise and contacts with each other. They’re scattered in Europe, Asia and South America. No two backgrounds are alike. They “meet” every other week. Over time, as his network expanded through them, he’s relied on them less and less.

Where does the bright young man fit in? Dierkx approached him respecting his expertise and asking how he could help him.

“Just the act of asking is considered very gracious, and then actively listening,” he says. “I probed with deep questions so I understood what he said. Initially, he said (I couldn’t) and asked to follow up.”

Subsequently, Dierkx knew what to do.

“I offered to invite him into the network,” Dierkx discloses, “for when he gets the opportunity to work on the next-generation technology. He’s developing his own networks now.”

Make partnering for professional gain benefit two people as well as your company. Consider developing your own informal network outside of it. That way you can maximize the relationships you develop and carry them with you wherever you go. Dr. Mildred L. Culp welcomes your questions at culp@workwise.net. © 2012 Passage Media.