Who am I? Sales & Marketing Director for AMM Communications, LLC Experience as a management consultant 10 years in the pharmaceutical industry in sales and in management for Abbott Laboratories, Parke Davis and Pfizer 5 years in the transportation and logistics business working for United Parcel Service I trained salespeople on effective networking and have adapted these concepts for my consulting practice
Building a High- Performance Network that works Presented by: Ed Mayuga AMM Communications, LLC
To get things done quickly and easily. Knowing lots of people reduces your headaches by a factor of 10
To find jobs or refer people to jobs To expand your business horizons To save money
And if you don’t network… You may need someone with a certain skill set, and you don’t even know where to start looking. You may need a job or reference from someone you don’t know. Requests from strangers don’t get filled as quickly as requests from acquaintances or friends. You waste time and money!
Definition of a Network The set of relationships critical to your ability to get things done and develop professionally according to your goals A high-performance network is built from sincerity, consistency, patience, hard workandhumility.
Journal of Political Economy – December 2008 The study was titled: “Place of Work and Place of Business: Informal Hiring Networks and Labor Market Outcomes.” Duke University economist, Patrick Bayer, found that neighbors on the same block successfully refer jobs to one another. Researchers found that referrals were more likely when neighbors have things in common such as age of children, their own age and education level.
Think about… Who are the key elements for your network? You Your family and friends Your co-workers (in your department, law firm, etc.) Others whom you can help outside of your immediate circle, such as neighbors
The most important thing about being a good networker is to be someone who people like and trust because the referrals given to you ultimately reflect back on them.
High-Performance NetworksThree characteristics Types of contacts: How diverse are the people in your network? Types of relationships: How strong are your relationships with people in your network? Types of networks: To how many social and professional groups do you belong?
Characteristic 1: Diversity Ranges and types of contacts: Seniors, peers, juniors Outside your work group, office, firm and industry A mix of your own and other “identity” groups, e.g. gender, race, nationality
Characteristic 2: Strength of Relationships Identify “strong” and “weak” connections. Types of relationships Sponsor – Protégé Mentor – Protégé Special Peers Reverse Mentors
Characteristic 3: Your groups Types of Networks: Do your networks overlap or are they separate from each other? Value-added as a function of the number of sectors you can reach and connect: Industry contacts, professional associations (i.e. SLALA). Private, public, non-profit sectors. Community groups, clubs.
Developing the right relationships can be the smartest investment you’ll ever make. Professor David A. Thomas Harvard Business School
Building a Network MapThree steps Create your list of networking contacts. Assess and map your network. Diagnose your network. Please refer to your handouts. Due to time constraints, this will be an easy project you can do later.
Step 1: Create Your List Write down everyone that you can think of that you interact with on a daily or weekly basis. Don’t worry about how strong or weak your relationships are at this point. This exercise will help you to actively think about your network.
Step 2: Assessment and Mapping On the next page, use your list to categorize your contacts. Answer the three questions on this sheet. List as many or as few people as you need. Do not limit yourself to only those people in your firm. An individual may appear on more than one list.
Assessment and Mapping (continued) Now take your list and place each of those people in one of the nine boxes on your map. Use the person’s initials to save space. The center box is for your closest co-workers. Are these people senior, junior or at the same level as you?
Within Department but Outside Office Within Firm but Outside Department Outside of Firm MP VP BP RD RB EG TB AS AH DZ MT LH YOU Peers JK RQ JC LB Juniors MH TK MG SC A Network Map Example Seniors
Step 3: Diagnose your network Breadth vs. Depth vs. Leverage Breadth : Which groups are over- or under-represented? What key people or groups are missing? Depth : Whom are you over-reliant on? Which ties should you strengthen or spend less time on? Which network circles are underutilized? Leverage : How many people outside your firm did you list? Is your network one in which most people know each other? Or, is it one in which you are member of different, unconnected circles?
Network Alignment What are your career and social goals? Be realistic about your timelines. What is required to achieve these goals? Who can help you with these requirements? Who or what could possibly impede your ability to reach these goals?
Network MaintenanceManage yourself Are you an introvert or an extrovert? Understand your current approach and assumptions about networking (personality, social skills, etc.). Find a style that fits you (and be sincere). Be realistic. Trust and credibility take time. Think about your contacts from whom you can learn (i.e. juniors, peers, external contacts, etc.).
Network MaintenanceManage your activities Set aside time for activities that broaden your network.
Do the “little stuff”: Be prepared, do your homework (show that you care).
Write thank-you notes, forward clippings, make phone calls, etc.
Use a system to get organized but don’t be overly systematic or blatant about it.
You need to be sincerely interested in other people.
Network MaintenanceAsk yourself ? Do I need to improve the quality of my current relationships? How can I use my “Strong Ties” to help break into new circles? How can I strengthen “Weak Ties” (if it’s worth the effort) in the future? Am I able to make referrals to create links across sectors of my network? How can I help my people (including peers and those I mentor) develop their networks?
“Worst” Networking Mistake Is to make the interaction all about you. Other people want to benefit from knowing you as well. Have you ever had someone you know call you out of the blue and ask you to help them get a job? How did that make you feel?
Here are additional resources for social networking. Linked In: www.linkedin.com Make certain to browse Groups Directory. Plaxo: www.plaxo.com Facebook: www.facebook.com Zoom Info: www.zoominfo.com
Networking “Must Do” List Be Proactive: All encounters are opportunities for expanding and diversifying your network. Are you always prepared? Build relationships before you need them. Be Pragmatic: Analyze potential contacts’ interests and concerns. Know what they value. Follow the Law of Reciprocity: Know what value you bring to the network. Give back to the network.
Here’s What We Covered Today, We looked at how you can directly benefit through networking. We covered the Network Mapping exercise that you can construct later. Finally, we discussed ways that you can actively expand your network.
Building a High- Performance Network that works Thank You and Q&A !