1. 64 | Globalisation
“Even in Europe networking behaviour can be
different depending on the culture, although
these don’t show up in all cultures,” says Valter
Barreira, who suggests the following recom-
mendations for networking around the world.
• Study types of networks in the culture - there
really are different ways of building relation-
ships in different cultures. It could be a more
closed network, like in China (Guanxi) or
more open as in the United States. Avoid mak-
ing assumptions that could prove barriers in
building your business relationships.
• Start early - it could take months to meet the
right people, contact them and get feedback.
• Clearly define what you want – will your de-
sires be interpreted as offensive and unaccept-
able or reasonable and professional?
• Use resources – associations you belong to
and alumni groups and those with common
backgrounds and interests create networking
contacts.
• Be out there – teach, talk and write.
• Create reciprocal relationships - if you feel
you are giving more than you receive in your
networking relationships, don’t panic! You’re
still on the right path.
• Use the Internet – without losing focus on
what’s important. In an MIT study those with a
network of digital contacts were 7% more pro-
Ain’t no mountain
high enough!
Improving your global networking skills
This basic rule can open the door to a potential
network of more than 6 million people. It
works like this: If you know 50 people, and
each one of them knows 50 other people,
you’ve got 2,500 potential business contacts
that know your personal business contacts.
And if each of these potential contacts knows
50 people, that means 125,000 contacts from
the contacts of your personal business partners.
And that can extend to 6,250,000 people - and
that’s a conservative estimate!
This infinite world of resources is within the
reach of competent global networkers who can
build a good network of contacts.
But are there are different ways of network-
ing in the world? According to Valter Barreira
there are specific styles of building relation-
ships based on confidence (networking) in
different countries. “The Chinese have a system
called ‘Guanxi’, while in Arab countries it’s
called ‘Wasta’, and both of these have specific
and different characteristics from western
methods of networking,” he says.
Valter Barreira says that relationships in the
western markets are fairly transactional (the
goal of the contract is to close the deal). In
China and the Arab countries the relationship
comes first and can take a lot of time to foster
and nurture. Once the relationship has been
established and developed, confidence is built
up and business can follow.
VALTER ALCOFORADO BARREIRA | Executive Director KNOWING COUNTS
ductive but those with a cohesive face-to-face
contact strategy were 30% more productive.
• Get the most out of international events
– what you get out depends on the tactics
employed in maximising your individual
interactions.
• Use national resources – i.e. government
export trade offices like AICEP.
• Timings – In Arab countries arrive early, be
prepared to stay late and socialise; you may
have to make various visits and have more than
one meeting . ‘Quick’ may not work here.
• Know the power networks – knowing how
things work in a country and who is important
and knows who is a vital advantage.
• Find common ground - and don’t mention
the countless cultural, social or political differ-
ences.
• Simple rituals are important - respect
traditions, protocol, formalities, and types
of treatment (names, titles, etc), dress codes
and conversation topics to be encouraged and
avoided.
“Global networking opportunities are real and
massive. It is up to executives and business
professionals to find out the best way of doing
business in each country. The benefits can be
enormous,” concludes Valter Barreira.
You can have contacts around the world. Because someone that you want to reach
in the world, might know someone that you know says Valter Alcoforado Barreira
of Knowing Counts – Networking Know-How
Business Report