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