personal network of my practise

Actively build networks. There are five key attributes of the networks of high-performing individuals.
Diversity: Knowing many of the same kind of people is not very valuable. Having connections with a broad range of different kinds of people means you are more likely to find resources you need, and to generate innovative perspectives.
Awareness: One of the primary aspects of a valuable network is being aware of the expertise of others and who you can draw on when required. This doesn’t necessarily mean being buddies with everyone; it means knowing what people’s capabilities are.
Visibility. Your capabilities need to be visible to others. Again, this doesn’t require being highly social. If others are not aware of what you can do, you will be isolated in the organization and you will not be able to contribute according to your abilities.
Dynamic. Personal networks should be continually evolving. You continually need to be forming new relationships, and sometimes moving on from others. Change is at the heart of successful networks.
Investment. Building networks requires investment. Developing relationships needs spending time with people to build mutual knowledge and respect, and maintaining relationships also requires time. However the personal and business benefit of that investment is immense. It is something you have to make time for.

Take initiative and calculated risks. Robert Kelley found that the single greatest determinant of high-performance was taking calculated risks, particularly in going beyond the boundaries of the usual job definition or expectations. This requires imagination and considered action.

Learn and develop relevant expertise. In an increasingly specialized world, we cannot rest on our existing expertise. We must continually learn. This needs to be strategic, in that we decide in which domain we wish to be world-class, and work at developing that expertise. This learning draws extensively on our networks – the people we know are the source of our greatest learning. True high performers have technical expertise, industry expertise, and discipline expertise, such as in project management or other critical business practices. If your expertise is limited to one of these domains, your skills are at strong risk of becoming commodtized.