Phil Willburn proposes 3 Key Network Principles for High Performing Leaders and proposes a method: Leader Network Diagnostic
Structural Diversity (or open)
Good networks are open. Open networks are those where the people you know are not all connected to each other. This creates what is called “structural diversity” of a leader’s network. Leaders with open networks are more likely to hear new information before others and are better able to merge dissimilar ideas and capitalize on opportunities that require this integration. They tend perform better, are promoted more rapidly, enjoy greater career mobility, and adapt to change more effectively
Cross Critical Boundaries (or diverse)
Good networks are diverse. Connections that cross critical boundaries in the organization provide additional diversity – and many of the same advantages of open networks. Much of the work of leadership involves working across vertical, horizontal, stakeholder, demographic, and geographic boundaries for group and organizational success. Individual leader’s network connections form the bridges that span these boundaries and allow for collective action.
Quality Relationships (or deep)
Good networks are deep. Leaders who build deep, quality relationships with others are able to exchange information, resources, and skills with individuals from different backgrounds. These deep relationships provide valuable perspective and resources, including social support and camaraderie in the workplace. Building high-quality relationships with others is estimated to be four times the predictor of performance than other network predictors.