Power: Why Some People Have it and Others Don't

by Jeffrey Pfeffer

facilitating work-related activities of individuals by voluntarily gaining access to resources and maximizing…advantages.”2 Their study of more than 200 people in Germany developed some scales of networking behaviors that demonstrate what actions are required. These included: 1. Building internal contacts (e.g., “I use company events to make new contacts.”) 2. Maintaining internal contacts (e.g., “I catch up with colleagues from other departments about what they are working on.”) 3. Using internal contacts (e.g., “I use my contacts with colleagues in other departments in order to get confidential advice in business matters.”) 4. Building external contacts (e.g., “I accept invitations to official functions or festivities out of professional interest.”) 5. Maintaining external contacts (e.g., “I ask others to give my regards to business acquaintances outside of our company.”) 6. Using external contacts (e.g., “I exchange professional tips and hints with acquaintances from other organizations.”)3 The networking behaviors they describe entail making some incremental effort to build, maintain, and use social ties with people. The people targeted are not necessarily in your sights if you are focused just on your immediate job and company.