| Networking is often a misunderstood concept. The | | | | establishing an effective network. |
| development of a strong network requires making | | | | "Drive-by" networking is often perceived as "selling." |
| connections that will sustain more than a simple | | | | This is the kind of networking that most people |
| introduction. Those connections, and the support | | | | experience. It involves saying hello to many people |
| required to maintain them, are the necessary | | | | and passing out business cards but does not include |
| ingredients to developing a network. An initial meeting | | | | any followup. It is an ineffective means to establish a |
| or contact with someone does not establish a | | | | productive network. How many of us are turned off |
| connection unless there is followup of some kind. The | | | | by telemarketers or other individuals who sell without |
| followup must suggest a genuine interest in | | | | expressing an understanding of or interest in our |
| developing a mutually supportive relationship. | | | | needs? |
| Developing relationships (not just contacts) is key to | | | | Most successful sales situations are relationship-based. |
| having access to opportunities. Expecting people to | | | | A relationship requires time to build, and more |
| be eager to listen to a "sales job" about your value is | | | | importantly; it requires integrity, credibility and trust. |
| decidedly different from developing a relationship | | | | To establish trust and credibility, the salesperson |
| based on mutual needs/interests. Contacts may be | | | | (job-seeker) needs to ask questions and listen to the |
| immediate, but a relationship can be established and | | | | answers. You need to show an interest in your |
| built only over time. Credibility and trust are much | | | | audience's needs or concerns. This rapport-building |
| stronger cases to build a relationship on than an | | | | cannot be accomplished in 30 seconds, nor can it be |
| instantaneous commercial. The potential to build | | | | accomplished without asking some questions. |
| begins with the first introduction and requires the | | | | By identifying your audience's (an individual or the |
| investment of time and energy for followup. The | | | | group's) needs, you can present intelligent solutions or |
| followup and continued contact is a prerequisite to | | | | responses. By asking prepared, thoughtful questions |
| developing relationships that will support your desire | | | | that actually produce meaningful results, or by |
| to be remembered. Making "contacts" with no | | | | providing helpful connections, you are more likely to |
| followup or genuine interest will most likely lead to | | | | impress the person you are speaking with. When an |
| dead ends (and a large collection of worthless | | | | initial good impression is formed, it can be the |
| business cards). | | | | beginning of a longer-term relationship. |
| Networking events may be in themselves intimidating | | | | A relationship must be nurtured. It grows over time. |
| or misleading. Calling an event a "networking | | | | The elements of trust and credibility that you build |
| opportunity" may create unnecessary pressure for | | | | over time are reasons for someone to remember |
| the inexperienced networker. In actuality, all situations | | | | you. Your relationship could potentially lead to your |
| or events that allow interaction with others provide | | | | main interest: securing a new position. In the mean |
| the potential for building a network. It is what a | | | | time, you have established yourself as a reliable, |
| person does with the contacts they make at these | | | | concerned, problem solver. Isn't that a good thing? |
| events that will lead to something closer to his or her | | | | Networking Tips |
| desired outcome. | | | | Ask questions and listen to the speaker. |
| It is important to prepare what you will say and to | | | | Identify his or her concerns or interests. |
| know what your objective is when you attend an | | | | Offer solutions or connections. |
| event. Come prepared with questions. Identify the | | | | Immediately followup with the person by email or by |
| settings or situations that you are most comfortable | | | | phone. |
| with and plan your time in advance. Some people are | | | | Stay in touch!!! |
| very comfortable with an informal setting. Others | | | | If you have been referred to a new contact: |
| prefer a structured event. The point is to participate | | | | Copy the referring party on any correspondence |
| and practice until you can move on to other, less | | | | with the new contact. Keep the referrer informed of |
| comfortable interactions and still succeed in | | | | your progress. |
| developing connections. | | | | Make sure you have considered your new resource |
| A novice networker often indicates a fear of not | | | | carefully and have prepared your questions well. If |
| knowing what to say. Although there is much to-do | | | | the original contact has provided you with inside |
| over inventing a "30 Second Commercial," it is more | | | | information, take the time to note it and reference it. |
| likely that you will gain more by listening, than | | | | |
| speaking. Key in on the speaker's needs. Ask | | | | Ask questions that can be easily understood, using |
| questions. (The more you speak, the less you will | | | | open-ended sentences, i.e., "Please describe,please tell |
| learn.) The more you learn, the more you can 1) | | | | me about, how would you....". Be specific in what you |
| solve problems for someone and 2) build on your | | | | are asking. "Please tell me about your industry" is too |
| strategy for solving your own problems. | | | | vague. "Please tell me what you like most about your |
| Networking vs. Selling | | | | industry" is more specific. |
| A successful network connection requires a mutual | | | | Remember to thank anyone that has taken time to |
| understanding from the start that it is about "what I | | | | help you by providing information of any kind. A |
| can do for you" as much as it is about "what you | | | | thank you goes a long way. A thank-you card is |
| can do for me." Building a network requires time and | | | | appropriate when someone actually meets with you |
| a commitment to helping others. Networking is not | | | | in person. [Editor's note: Here are some Sample |
| just meeting as many people as you can with the | | | | Thank-You Letters for Job-Seekers. |
| intent of presenting a "30-Second Commercial" to | | | | Stay in touch with your new contacts and let them |
| them about what you need. Networking requires | | | | know you are thinking of them. Send an article of |
| showing a concern and interest in others that will help | | | | interest, or even simply update them on your |
| build the credibility and trust that is the mainstay of | | | | progress. |