Do star performers need to network? (C): The case of the high-potential: Yvonne Benkert
Networking had been central to Yvonne Benkert’s career – helping her to get her first job out of university, and then taking her to head of HR for MAN. As a high potential, Yvonne began an Executive MBA program. In November 2009, the management board was restructured. Everyone was replaced except for Yvonne’s mentor. He offered her the job of Head of Corporate Responsibility, reporting to the board member responsible for HR. Yvonne’s new job required greater contact internally with different functional disciplines (compliance, risk management, etc), geographies, divisions and also with the outside world. She took stock of all her different networks – both internal and external.
Maintaining different types of networks is important, as high potentials progress through their career. Different networks can serve different functions, and can be useful over time. As such it is worth investing in keeping networks diverse, from a functional and geographical point of view. Participants are encouraged to consider what internal and external networks would be useful for them to invest more energy in, as they move through their career.
Man
1999-2010
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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in MIT Sloan Management Review Summer 2024, vol. 65, no. 4
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