The patterns and quality of informal social networks connecting members of an organization greatly affect its ability to succeed in a competitive marketplace. Suboptimal patterns of communication and influence may alienate critical future talent and lead to problems in strategy development and implementation.

Analyzing the networks of top executives uncovers gaps between how communication and influence should ideally flow—and how they do in reality. That analysis opens the door to building network connections that can improve retention of high-potential talent and ultimately, optimize the development and execution of the organization’s strategy.

In this paper, we identify 3 common problems with organizational social networks and offer some recommended actions senior executives can take to strengthen ties where they matter most, so that actual connections match needed connections. We also suggest concrete ways to ensure that high-potential middle managers are engaged and that their contributions are weighted appropriately by the top management team, which is critical to avoiding riskier, less robust, or ineffective organizational strategies.

You can also learn more by watching our webinar recording on Harness the Potential of Your Strategic Leaders.

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