Building A High Performance Network That Works Ed Mayuga Amm Communications Llc


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Presented to National Sales Network meeting at St. Patrick's Center auditorium - Thursday, August 13, 2009

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Building A High Performance Network That Works Ed Mayuga Amm Communications Llc

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