Assignment 3: Brand You Networking

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Ilsa Babar Senior Financial Analyst of Medibank, Melbourne, Australia Medibank - Swinburne University of Technology Melbourne, Australia 500+ connection.

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Volunteering Swinburne Student Mentor Eidhi Center Community Service 2018-2019 Animal Rescue NGO 2016-2017 Professional Involvement and Associations Swinburne Student Union Featured Achievements 2024– Swinburne Emerging Leaders Award 2022– International S t udent Excellence Scholarship Swinburne University Skills Leadership Cost Accounting Corporate Finance Knowledge D ata Validation Budgeting Risk Management Micorsoft Office Oracle Cognos Strategic Thinking Public Speaking Team Work Planning.

“A Strength is the ability to provide consistent, near-perfect performance in a given avtivity.” (Clifton & Hodges, in press) According to Linley, Willars , et al., (2010) the two key elements of a strength are: 1. Delivering a high level of performance 2. Experiencing a sense of energy when you are doing it.

Table Description automatically generated. Strength Spotting.

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“The bottom-up approach relies more on personal stories and experiences to evaluate one’s strengths. It employs open-ended conversation and daily observational techniques.” (Komazawa, A. and Ishimura, I., 2015).

THE THREE FORMS OF NETWORKING Managers who think they ate adept at net•.qorking are Often operating only at an cgærational or personal level. Effective leaders learn to emptor networks for stretegvc purposes. Purpose Location and tem• poral orientation Players and recruitment Notwork and key behaviors Getting work done efficiently: maintaining the camcities and functions required of the group. Contacts are mostly internal and onented to.vard Current dernands. Kev contacts are relatively nondis- creticnaty; they are prescribed mostly by the task and organiza- tional structure. so it is very clear who is relevant. Depth: budding strong wctking relationships- Personal Enhancing personal and profes- Sional development; providing referrals to useful informatvon and contacts. Contacts are rnostty external and Ortented to•.vard Current interests and future potential interests. Key Contacts are mostly discre- tionary: It is not always clear who is relevant- Breadth: reaching out to contacts who can make referrals. Figuring out future priorities and challenges: getting stakeholder sup•Wt for them. Contacts are internal and external and Oriented toward the future. Key contacts follo•.v from the strategvc context and the organi• zational environment. but specific membership is discretionary; it is not always clear who is relevant. Leverage: creating inside-outside links..

Networking Map Week 4. Strategic. Operational. Personal.

Networking Map Week 12. Strategic. Operational. Personal.

Reflection How did your scores change from Week 1 to Week 10? The scores slightly increased from Week 1 to Week 10, with a major increase in internal contacts . 2. Were your scores above or below the group means? Above. 3. Why do you think your scores are as they are? I feel maintaining contacts, friendships and relationships is one of my major strengths which is why I scored high..

Reflection How have your networking attributes changed over the semester from Week 1 to Week 10? Network Self Efficiency and Prioritization increased, while Identity decreased . Why has there been this change(s)? I worked on networking skills throughout. What do these changes mean for you? These changes mean I am progressing..

Individualistic. Team Charter – Week 9. Table Description automatically generated.

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"you're the best!". Hand placing stars. "you were the backbone of our team, I really appreciate your contributions to the group".

Table Description automatically generated. Professional Purpose Workbook.

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Linley, A., Willars, J., & Biswas-Diener, R. (2010). The strengths book: Be confident, be successful,and enjoy better relationships by realizing the best of you. Coventry, UK: CAPP..

Handshake. Thank you !.