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