Networking – Do You Chooze the Schmooze?
Networking – Do You Chooze the Scmooze?
Is networking slimy? Is it an effective behaviour in the workplace? Is it ethical? Is it right to schmooze? The issue polarises opinion.
Networking means developing and maintaining contacts with other individuals within the organisation and without the organisation in related business activities. It can be regarded as incorporating two very different behaviours: maintaining acquaintanceship and employing schmooze. Acquaintanceship means periodically keeping in contact with individuals for mutual information sharing that may assist both parties and their organisations. Schmooze means interactions with others that are apparently friendly and supportive but which are designed to impress and manipulate them in order to gain personal favours.
Acquaintanceship is based on a wish by individuals to improve their performance by receiving information and advice. It is open and honest; manipulation is absent. It can simply involve periodic phone calls or emails or other communications – not necessarily in person meetings. It can provide a wider information base for individuals to use in their work, reassurance, and ideas for overcoming difficulties. It is not used politically to disadvantage others. When organisations identify mentors – trusted advisors – to support individuals it becomes a formal process. Mentorship can be powerful but unfortunately skilled mentors are not easy to find. Acquaintanceship provides wide benefits. Individuals who find it difficult should resolve to try to develop an aptitude for it.
Schmooze choosers are interested in organisational politics. They are fully accepting of a view expressed by management professor Kathleen Reardon that talent and hard work alone do not get people to the top. They seek out individuals, usually senior staff, who exercise power and influence and provide them with unconditional friendship and support with an ulterior motive of gaining personal advantage. The contacts are used to pursue personal objectives and often to weaken the position of others who have less supportive personal relationships. Skilled schmoozers are possessed of antennae sensitive to the schmooze receptiveness of others allowing them to focus their activity.
From the personal perspective of those doing it, schmooze often works. It can result in a variety of rewards including promotions, appointments, bonuses and the awarding of special responsibilities. Its proponents may not often speak of their motivations but may believe that in organisations with an existing schmooze culture in which advancement is influenced by relationships as much as abilities they are needlessly disadvantaging themselves by not participating. However there are real risks. Organisational change may result in future rewards depending on individuals who disapprove of schmooze. A conspicuous schmoozer may be unpopular with her peers and damage trust and cooperation. There may exist staff members who regard it as unethical and are repelled by it.
So when it comes to schmooze, you do have to choose.