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This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.

This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.

This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.

This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.

This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.

This exercise will introduce the concept of developmental networks and overview relational strategies for advancing careers. During the session, participants will complete a developmental network exercise. This will involve creating a developmental network map of their current set of relationships, analyzing the structure and content of that network, and assessing the fit of their network with their leadership development needs. In this process, they will review the various types of networks, strategies for networking, initiating new developmental relationships, and sustaining their network. They will formulate goals and an action plan to utilize these tools going forward. The exercise is appropriate to use in the following classes: Organizational Behavior, Careers, Leadership, Human Resources, and Entrepreneurship.

This is an MIT Sloan Management Review article. Many studies have shown the importance of mentoring and coaching in supporting individuals' career and personal growth. However, changes in the career landscape in recent years, including global mobility, an increasingly diverse workforce and shortened job tenures, present managers with new complexities and uncertainties. The notion that one mentor can meet all of an individual's developmental needs is often inconceivable. Instead, the authors argue that there are a number of network support roles beyond that of formal mentor. As individuals change roles, industries or organizations or relocate to different countries, they need to build a "personal board of advisors" that fits their careers and their busy lives. The authors' research suggests that individuals seek career and psychosocial support from multiple people. In their research the authors found that most of the members of people's personal boards of advisors played an active role in supporting the individuals' career and personal development. However, some individuals also mentioned the importance of people who had passed away but continued to motivate and inspire them. The authors identified six types of personal board members: personal guides, personal advisors, full-service mentors, career advisors, career guides and role models.

It's natural to promote your best and brightest, especially when you think they may leave for greener pastures if you don't continually offer them new challenges and rewards. But promoting smart, ambitious young managers too quickly often robs them of the chance to develop the emotional competencies that come with time and experience--the ability to negotiate with peers, regulate emotions in times of crisis, and win support for change. Indeed, at some point in a manager's career--usually at the vice-president level--raw talent and ambition become less important than the ability to influence and persuade, and that's the point at which the emotionally immature manager will lose his effectiveness. This article argues that delaying a promotion can sometimes be the best thing a senior executive can do for a junior manager. The authors recommend that senior executives employ these strategies to help boost their proteges' people skills: sharpen the 360-degree feedback process, give managers cross-functional assignments to improve their negotiation skills, make the development of emotional competencies mandatory, make emotional competencies a performance measure, and encourage managers to develop informal learning partnerships with peers and mentors.