The Hidden Power of Social Networks Quotes

“In short, energy lives in a sweet spot in five dimensions of conversations or group problem-solving sessions: a compelling goal, the possibility of contributing, a strong sense of engagement, the perception of progress, and the belief that the idea can succeed.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“Energizing conversations often revolve around a vision or goal, which must be compelling enough to capture people’s aspirations but not so grand that it is seen as infeasible or so daunting that it creates stress.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“energy is not entirely a product of a set of behaviors in a given interaction but is also affected by people’s day-to-day actions.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“In other words, energizers raise the overall level of performance around them.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“All things being equal, energizers also win out in the internal labor market by attracting other high performers.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“Our interviews also suggest that energizers get more from those around them.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“Having an epiphany is no big deal unless you can motivate others to believe in it and act on it. Energizers are better at getting others to act on their ideas within organizations, such as garnering support for initiatives,”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“Social network research suggests that people gain knowledge and power by occupying specific positions in a network. Those who bridge relatively disconnected pockets of a network are promoted earlier and are more mobile in their careers because they hear about opportunities before others do.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“When you interact with this person, how does it typically affect your energy level?”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“Our experience with the consulting firm made it clear that energy is closely tied to how ideas get put into action.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“They create energy, and even though this is intangible it generates client sales and follow-on work as well as gets other people here engaged in and supportive of what they are doing.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“(whom do you turn to for information to get your work done?) and a problem-solving or brainstorming network (whom do you typically turn to for help in thinking”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“Performance management systems that promote individualistic behaviors seem to be one of the primary causes of sparse, disconnected networks. Hierarchy, too, often has a marked impact on who has access to whom.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

“As with the awareness network, we have found it helpful to map the access network to understand who can reach whom.”
― Robert L. Cross, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations