Colleague Wanted
Proudly share your network
We were able to help one of our clients find plenty of great assignments. He was doing so well that he wanted new people. And of course, he preferred to find them through his own team.
Because the commercial process and the recruitment process have a lot of overlap, he advised us to write Collega Gezocht. Good idea, we did it.
And he was right. Here too, bonuses appear to be only moderately effective in motivating your people. Instilling and communicating pride works much better…
A peek inside the book - page 1 - 23
The back cover
How do you harness the power of word-of-mouth? When content professionals talk about their work and organization with pride and enthusiasm, finding new colleagues becomes much easier. There's often a lot to be gained there. This is an action-practice-dream-network-do-factory-ideas booklet for content-expert professionals and their leaders. It answers questions such as:
For professionals
- Why should you actively look for colleagues?
- Yes, but what if you're not much of a networker?
- How can you make networking simple and practical?
- How do you express pride without bragging?
- How do you connect people to your organization?
For managers and leaders
- How do you increase entrepreneurship among your people?
- Yeah but why don't they just do it?
- What if there seems to be little pride?
- Why increase pride rather than bonus?
- How do you create a longlist with your team in two hours? And how do you follow through afterward?
Looking for a colleague? A practical guide about finding good people through your network. Enjoyable and effective.
About the authors
The authors and their team have years of experience in guiding organizations with content-expert professionals, such as engineers, IT specialists, lawyers and other specialists.
They are uniquely positioned to encourage entrepreneurial behavior in this target group, in a way that suits the professional and delivers enjoyment and results in practice.
An overview of the contents
When you ask highly skilled professionals to network, we encounter four key areas in our practice. Whether the goal is to find colleagues or increase customer satisfaction, we address these in four parts of the book.
It starts with pride (or whatever you want to call it)
If people aren't proud, they're unlikely to help find and inspire new colleagues. However, most professionals don't like to oversell and can sometimes be a bit too modest. They're also often a bit more introverted than their colleagues in recruiting and sales.
At the same time, they're often proud of their professional expertise, and often also of their organization to some extent. What doesn't come naturally, however, is actually putting that pride into words and then sharing it with appropriate enthusiasm.
Pride can be cultivated, but not imposed. Building takes time. Fortunately, a little digging often reveals pride. It's primarily about cultivating and articulating pride. So, if you want to give professionals an active role in finding colleagues, it helps to start there.
Most organizations are now convinced that their own people's networks are invaluable. However, most employees aren't particularly enthusiastic about the word "networking." Many don't consider themselves networkers, or find it a bit slippery. As long as that's the case, people naturally won't be enthusiastic about it.
In our experience, networking is much more natural and enjoyable in practice than it sometimes initially seems. That's why we address the hesitation that sometimes exists when networking and make it a bit more practical.
The question then becomes: what can you do specifically to increase your chances of finding great colleagues? Even if you're proud and know how to network, it still doesn't happen automatically. How do you get people? How do you make contact? How do you find the balance between being too pushy and too reserved?
Collaboration is key here. It's best not to burden individual professionals with a to-do list, but to work together.
The good news is that pride and action reinforce each other. If you express pride through action and it's positively received, pride increases. This, in turn, encourages action.
This is how the wheel of pride is created:
For managers and leaders – a friendly conscience. Keep the wheel turning.
This entails a responsibility for managers and leaders within an organization to get that flywheel going and keep it going. Because, unfortunately, it doesn't happen automatically.
Managers, like no other, have an influence on the extent to which people actually go to work with pride and enjoy networking in practice.
Therefore, for the manager some practical tools to activate the network of professionals from his role.
Finally…
And then there is a closing part with words of thanks, shameless advertising for our own Dreamfactory (which we are proud of by the way), and links to more information on the topic.
Would you like more information about this book, or to order it directly? We recommend Managementboek.nl.