DDNS Consulting Ltd specialises in developing people connections via Strategic Business Networking ®.
We employ the very best methods derived from business psychology, behavioural science ('nudge' techniques) and the study of ethical influence and persuasion. In doing so, we maximise the effectiveness of your network and your client or customer relationships.
Using Hidden Networks to Identify and Develop High PotentialsMaya Townsend
~~Slides from May 17, 2012 presentation at the North East HR Association conference~~
How often have you realized, only after an employee has left the company, how critical he or she actually was to the business? Have you ever found your company in dire straits because key positions have been empty for too long? Or have you hired a promising new executive only to see that person fail after just a short time on the job?
If so, you’re not alone. Sixty-four percent of new executives hired from the outside fail at their jobs, according to HR Review. And companies regularly fail to recognize the value of individuals or roles until they’re gone.
Succession planning helps improve the situation. But the data most companies use to make decisions about development and succession is incomplete.
The missing piece is the organization’s networks. Networks show the hidden relationships within organizations and identify deeply trusted employees, subject matter experts, innovation leaders, effective implementers, and problem solvers. They show who is deeply trusted, who people go to for leadership, and who might shine on their performance reviews but can’t work well with others.
Knowledge of the information embedded in networks can help leaders identify high potentials more effectively, make better decisions about succession, and craft more accurate and effective development plans.
More: http://partneringresources.com/organizational-networks-and-talent/
What can you can do to become a better HR pro in 2010?
Do Amazing Things is a collection of short, actionable ideas – things you can do this year to become a better HR professional.
Using Hidden Networks to Identify and Develop High PotentialsMaya Townsend
~~Slides from May 17, 2012 presentation at the North East HR Association conference~~
How often have you realized, only after an employee has left the company, how critical he or she actually was to the business? Have you ever found your company in dire straits because key positions have been empty for too long? Or have you hired a promising new executive only to see that person fail after just a short time on the job?
If so, you’re not alone. Sixty-four percent of new executives hired from the outside fail at their jobs, according to HR Review. And companies regularly fail to recognize the value of individuals or roles until they’re gone.
Succession planning helps improve the situation. But the data most companies use to make decisions about development and succession is incomplete.
The missing piece is the organization’s networks. Networks show the hidden relationships within organizations and identify deeply trusted employees, subject matter experts, innovation leaders, effective implementers, and problem solvers. They show who is deeply trusted, who people go to for leadership, and who might shine on their performance reviews but can’t work well with others.
Knowledge of the information embedded in networks can help leaders identify high potentials more effectively, make better decisions about succession, and craft more accurate and effective development plans.
More: http://partneringresources.com/organizational-networks-and-talent/
What can you can do to become a better HR pro in 2010?
Do Amazing Things is a collection of short, actionable ideas – things you can do this year to become a better HR professional.
The women of Connect: Professional Women's Network share advice on how to work a room — even when you're the shyest person in it. Visit www.linkedin.com/womenconnect for more information and to join the group.
The women of Connect: Professional Women’s Network share tips on finding the right person to guide you in your career. Visit www.linkedin.com/womenconnect for more information and to join the group.
Building a network is probably one of the most important things you’ll ever do in your career. And when it comes to independent consulting, you’ll understand exactly why. As an independent worker, your network very quickly becomes your marketing voice, channel, fan-club, but more importantly, the most important tool in delivering your next project.
In this broadcast, we talk to 2 consultants who share their thoughts on the power of a strong and powerful network, and give tips on how you can build your own.
Should CEOs blog? and Tweet?
You will learn why the answer is yes and see examples of social media for learning, communicating and possibly changing our organizations in major ways. We are truly experiencing a social media revolution (Eric Qualman)
This preso is my latest on Social Media & the Role of the Chief Executive given to the CPA-SEA meeting of State Society CEOs and the AICPA at the mid-winter meeting 2012.
Full of links and resources, including the five steps to get started now, reading list, and videos to inspire you and provoke you to action!
Encouraging and Facilitating Collaboration at WorkMichael Sampson
The slides from my keynote presentation at Congres Intranet 2012 in Utrecht, in March 2012. I talked about the reality of the intranet, the nature of collaboration, and how to encourage and facilitate collaboration at work by overcoming barriers to collaboration.
Update on social media marketing for CPAs and CPA firms - requested by Maryland Managing Partners on October 23, 2009. This presentation features how CPA firms are using social media for niche marketing, thought leadership, and boosting Search Engine results (SEO).
Authentic Networking: A Simple Process that Creates Strategic Returns Joyce White Nelson
Joyce White Nelson, founder of JoyceVentures,LLC. believes "if you are in business, you are in the people business," and teaches how to use this purpose driven statement as a foundation for building business relationships with financial returns. She is an internationally recognized networker, business strategist, educational leader and author. Her diverse background expertise with diverse business models and organizations have positioned her as a sought after strategist to that leads businesses and organizations to find massive returns when they learn how to demonstrate the appreciation for people through their systems, policies and mission statements. #ROAR #PeopleFirst
The women of Connect: Professional Women's Network share advice on how to work a room — even when you're the shyest person in it. Visit www.linkedin.com/womenconnect for more information and to join the group.
The women of Connect: Professional Women’s Network share tips on finding the right person to guide you in your career. Visit www.linkedin.com/womenconnect for more information and to join the group.
Building a network is probably one of the most important things you’ll ever do in your career. And when it comes to independent consulting, you’ll understand exactly why. As an independent worker, your network very quickly becomes your marketing voice, channel, fan-club, but more importantly, the most important tool in delivering your next project.
In this broadcast, we talk to 2 consultants who share their thoughts on the power of a strong and powerful network, and give tips on how you can build your own.
Should CEOs blog? and Tweet?
You will learn why the answer is yes and see examples of social media for learning, communicating and possibly changing our organizations in major ways. We are truly experiencing a social media revolution (Eric Qualman)
This preso is my latest on Social Media & the Role of the Chief Executive given to the CPA-SEA meeting of State Society CEOs and the AICPA at the mid-winter meeting 2012.
Full of links and resources, including the five steps to get started now, reading list, and videos to inspire you and provoke you to action!
Encouraging and Facilitating Collaboration at WorkMichael Sampson
The slides from my keynote presentation at Congres Intranet 2012 in Utrecht, in March 2012. I talked about the reality of the intranet, the nature of collaboration, and how to encourage and facilitate collaboration at work by overcoming barriers to collaboration.
Update on social media marketing for CPAs and CPA firms - requested by Maryland Managing Partners on October 23, 2009. This presentation features how CPA firms are using social media for niche marketing, thought leadership, and boosting Search Engine results (SEO).
Authentic Networking: A Simple Process that Creates Strategic Returns Joyce White Nelson
Joyce White Nelson, founder of JoyceVentures,LLC. believes "if you are in business, you are in the people business," and teaches how to use this purpose driven statement as a foundation for building business relationships with financial returns. She is an internationally recognized networker, business strategist, educational leader and author. Her diverse background expertise with diverse business models and organizations have positioned her as a sought after strategist to that leads businesses and organizations to find massive returns when they learn how to demonstrate the appreciation for people through their systems, policies and mission statements. #ROAR #PeopleFirst
This powerpoint was created to help the students at the Iowa State Daily get started on LinkedIn. It demonstrates how to create and build your profile, and educations on the effective tools LinkedIn provides to connect with people and how to share information and insight.
Talent leaders gathered from around the globe to learn and share recruiting best practices. Here are some of the most inspirational stories and soundbites heard at Talent Connect San Francisco and London.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
This is a social media presentation I did for my final senior project at CUW. I focused on sharing my thoughts on social media and how it can help you land your first job.
This is a quick presentation on how to get the most out of social networking. A discussion of the concept of networks and networking, why to increase your search-ability (search engine optimization), and some ways to do that. Presented at the Mentorship Campaign event on 18 Oct 2017 for the US Army Human Resource Command. The notes pages of the slides have the discussion points. Slides are also available.
Interview with Edward M. Hallowell, MD,author of Shine Usin.docxvrickens
Interview with Edward M. Hallowell, MD,
author of Shine: Using Brain Science to
Get the Best from Your People
Interview by Juliet Harrison
E
dward Hallowell, MD, is a psychiatrist, served as an instructor at Harvard Medical
School for 20 years, and is the director of the Hallowell Centers in New York City and
Sudbury, Massachusetts. He has written two popular Harvard Business Review
articles and authored 18 books, including the national bestseller Driven to Distraction, that
have sold millions of copies.
In his latest book, Shine, Edward combines new research into brain science with what we
know about performance management to offer a proven process for managers to get the
best from their teams and their people. Hallowell introduces what he calls, ‘‘the cycle of
excellence’’ – a five-step plan that draws on his own work of helping people overcome
attention deficit problems and become more productive in everyday life.
What was the inspiration behind writing your recent book: Shine: Using Brain
Science to Get the Best from Your People?
For many years, I have been working with people who have learning differences to help them
achieve peak performance. About 15 years ago, I got interested in getting into the
population at large, specifically around the area of business and studying peak
performance. I wrote an article for the Harvard Business Review about 12 years ago,
called ‘‘The human moment at work’’[1] which was about the disappearance of face-to-face
communication as it is replaced by electronic communication, which has only become truer
and truer in recent years. I also became interested in how stressed and busy people are in
this electronic age, so I wrote another article for Harvard Business Review called:
‘‘Overloaded circuits: why smart people underperform’’[2]. The article had such an impact
that I went from that to a book called: Crazy Busy: Overstretched, Overbooked and About
the Snap. From that, there was an enthusiastic response, so I thought well why do not I write
a manual on how to bring the best out in people, since I have been studying it for most of my
professional life; with special attention to the modern age and the obstacles and
opportunities our electronic age presents. This was also informed by the recent discoveries
in brain science, and is where Shine came from: getting the best out of using brain science to
get the best out of your people.
In your book, you talk about the phenomenon of ‘‘overloaded circuits’’, which means
that people’s best efforts fail because they are working too hard. Why do you think
this is?
It is the technology, which is wonderful and in no way do I disparage it. We just have to be
careful to use it, or it will use us. We have broken down all the boundaries, so you can be
interrupted at any time, any place. In fact, people spend about a third of their day dealing
with unplanned interruptions – well that is a colossal waste of time. People have to learn to
reco ...
This article originally appeared in Training & Development magazine December 2017 Vol 44 No 6, published by the Australian Institute of Training and Development.
Keith Ferrazzi is the master of networking, and I gained a great amount of knowledge from his book, "Never Eat Alone." I wanted to share what I have learned with others, so I put together a presentation with the important concepts I took out of the book. Enjoy!
How to Be a C.E.O., From a Decade’s Worth of ThemAdam Bryant hPazSilviapm
How to Be a C.E.O., From a Decade’s Worth of Them
Adam Bryant has interviewed 525 chief executives through his years writing the Corner Office column. Here’s what he has learned.
Credit...
Photo Illustration by The New York Times
3
By Adam Bryant
Oct. 27, 2017
阅读简体中文版閱讀繁體中文版
It started with a simple idea: What if I sat down with chief executives, and never asked them about their companies?
The notion occurred to me roughly a decade ago, after spending years as a reporter and interviewing C.E.O.s about many of the expected things: their growth plans, the competition, the economic forces driving their industries. But the more time I spent doing this, the more I found myself wanting to ask instead about more expansive themes — not about pivoting, scaling or moving to the cloud, but how they lead their employees, how they hire, and the life advice they give or wish they had received.
That led to 525 Corner Office columns, and weekly reminders that questions like these can lead to unexpected places.
I met an executive who grew up in a dirt-floor home, and another who escaped the drugs and gangs of her dangerous neighborhood. I learned about different approaches to building culture, from doing away with titles to offering twice-a-month housecleaning to all employees as a retention tool.
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Continue reading the main story
And I have been endlessly surprised by the creative approaches that chief executives take to interviewing people for jobs, including tossing their car keys to a job candidate to drive them to a lunch spot, or asking them how weird they are, on a scale of 1 to 10.
Granted, not all chief executives are fonts of wisdom. And some of them, as headlines regularly remind us, are deeply challenged people.
Gift Subscriptions to The Times, Cooking or Games.
Starting at $25.
That said, there’s no arguing that C.E.O.s have a rare vantage point for spotting patterns about management, leadership and human behavior.
After almost a decade of writing the Corner Office column, this will be my final one — and from all the interviews, and the five million words of transcripts from those conversations, I have learned valuable leadership lessons and heard some great stories. Here are some standouts.
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Continue reading the main story
So You Want to Be a C.E.O.?
James Nieves/The New York Times
‘The problem with values like respect and courage is that everybody interprets them differently. They’re too ambiguous and open to interpretation. Instead of uniting us, they can create friction.’
Michel Feaster, C.E.O. of Usermind
READ THE ORIGINAL INTERVIEW »
People often try to crack the code for the best path to becoming a chief executive. Do finance people have an edge over marketers? How many international postings should you have? A variety of experiences is good, but at what point does breadth suggest a lack of focus?
It’s a natural impulse. In this age of Moneyball and big data, why not look for patterns?
The problem is ...
In an era of social media, voluntary communities and networks, are you a conn...Kelly Hoey
Facebook, Linkedin, Twitter - Technology helps find “connections” and magnifies word of mouth. What are you doing to bridge your networks, connecting people, information and ideas?
1. The assignment is worth 100 points and 20 of your gradea. Su.docxjeremylockett77
1. The assignment is worth 100 points and 20% of your grade
a. Submit a review of an article where physical security failed
b. Propose a possible change in that organization’s physical security that could have prevented the breach/failure for that scenario
c. Submit at least 2 but no more than 4 pages double spaced
d. No photos or graphs
e. Reference all sources used
f. Individual work and NOT a group effort
2. By submitting this paper, you agree: (1) that you are submitting your paper to be used and stored as part of the SafeAssign™ services in accordance with the Blackboard Privacy Policy; (2) that your institution may use your paper in accordance with your institution's policies; and (3) that your use of SafeAssign will be without recourse against Blackboard Inc. and its affiliates.
3.
Interview with Edward M. Hallowell, MD,
author of Shine: Using Brain Science to
Get the Best from Your People
Interview by Juliet Harrison
E
dward Hallowell, MD, is a psychiatrist, served as an instructor at Harvard Medical
School for 20 years, and is the director of the Hallowell Centers in New York City and
Sudbury, Massachusetts. He has written two popular Harvard Business Review
articles and authored 18 books, including the national bestseller Driven to Distraction, that
have sold millions of copies.
In his latest book, Shine, Edward combines new research into brain science with what we
know about performance management to offer a proven process for managers to get the
best from their teams and their people. Hallowell introduces what he calls, ‘‘the cycle of
excellence’’ – a five-step plan that draws on his own work of helping people overcome
attention deficit problems and become more productive in everyday life.
What was the inspiration behind writing your recent book: Shine: Using Brain
Science to Get the Best from Your People?
For many years, I have been working with people who have learning differences to help them
achieve peak performance. About 15 years ago, I got interested in getting into the
population at large, specifically around the area of business and studying peak
performance. I wrote an article for the Harvard Business Review about 12 years ago,
called ‘‘The human moment at work’’[1] which was about the disappearance of face-to-face
communication as it is replaced by electronic communication, which has only become truer
and truer in recent years. I also became interested in how stressed and busy people are in
this electronic age, so I wrote another article for Harvard Business Review called:
‘‘Overloaded circuits: why smart people underperform’’[2]. The article had such an impact
that I went from that to a book called: Crazy Busy: Overstretched, Overbooked and About
the Snap. From that, there was an enthusiastic response, so I thought well why do not I write
a manual on how to bring the best out in people, since I have been studying it for most of my
professional life; with special attention to the modern age ...
Similar to CIPD feature article on Strategic Business Networking (20)
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
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CIPD feature article on Strategic Business Networking
1. WORKTHE
ROOM…
ANDGET
OUTALIVENetworking has become a necessary evil for the modern
HR professional. But it doesn’t have to be so nerve-shredding
WORDS GRACE LEWIS
N
etworking is the second-most
dreaded task on to-do lists after
public speaking, according to
Andy Lopata and Peter Roper,
authors of …and Death came
Third. Even the head of the UK
and Ireland’s biggest networking and
referring organisation, BNI, Charlie
Lawson, admits he hates it: “My natural
preference is not to be out there.”
And yet, we do it in ever-expanding
numbers. In a globally connected world,
the idea has become synonymous with
career progression and development.
“In personal terms, your network is your
net worth,” says business psychologist
Darryl Howes. These days it’s not just
about who you know, it’s about how well
you know them, who they know and
whether you’ll make a connection.
That means every event should be seen
as an opportunity to connect. The average
business professional has 1,000 contacts,
according to Lawson, which means if you
engaged with 40 people in one room, you
could be walking away with up to 40,000
possible connections. “That’s when
networking gets interesting,” he says.
But being more connected doesn’t
always mean better connected, and these
two lines of thought have the experts
divided, says Howes: “Should we build
narrow but deep networks, with few
names but solid relationships based
on highly specific mutual interests or
common experiences?” he asks, citing
the example of university alumni
networks. The alternative concept is
based on the principle of ‘weak
ties’ originally set out by Stanford
University sociologist Mark
Granovetter. “No relationships are
excluded or dismissed… you’re going
as broadly as possible,” Howes says.
It’s women who favour the smaller
network, according to research from
the Global Entrepreneurship Monitor
(GEM), and while they are generally
better than their male counterparts
at developing and maintaining
relationships, women often fail to use
their carefully crafted professional
networks to their full potential, turning
instead to their family for advice.
“The more connected you are, the more
people in your network you have, the
more you can rely on someone within
that band to help you out,” says Perry
Timms, CIPD adviser and founder and
director of People and Transformational
HR, whose years of networking have
earned him a diary full of contacts. But
“networking can be done clumsily, over-
eagerly and just downright noisily –and
that isn’t effective. Considered, genuine,
gentle networking is always the best way.”
No professional should embark on
the process of building and maintaining
connections with selfish intentions, says
Devora Zack, author of Networking for
People who Hate Networking. A good
networking bond should have “shared
positive outcomes,” in which both
participants are benefitting from and
contributing to a relationship equally.
“Professional networking is a bit like
dating; if you leave it until you are
actively job-seeking then your approach
can become desperate and nobody will
want to connect with you,” says Elouise
Leonard-Cross, head of organisational
development and learning at
HomeGroup. “It’s no good networking
only when you need something. You
have to build a network and contribute
to it throughout your career.”
On paper, it sounds like a lot of time
and effort. Luckily, there are some basic
techniques that anyone can learn and
still reap the benefits. When starting out,
it’s natural to feel a pang of nerves when
approaching a room full of strangers: it’s
that physiological fight or flight response,
says Zack. Loaded phrases like ‘natural
networker’ and ‘expert connector’ are
also adding unnecessary pressure, says
Howes: “Leave ‘working the room’ to the
Hollywood film directors,” he advises.
Instead, set small, achievable targets.
These days, being considered shy,
quiet, or an introvert is a poor excuse
for avoiding networking events. Barack
Obama, JK Rowling and Apple co-
founder Steve Wozniak all fall into
the ‘introversion’ camp and there’s no
doubt they’ve had to make a few valued
connections along the way. The key is
to be resilient: “Building a professional
32 peoplemanagement.co.uk peoplemanagement.co.uk 33
Choose your quarry
At the doorCome armed
Don’t go in cold
Spendtimelookingatthedelegate
listandresearchingtheevent
speakers,saysBNI’sCharlie
Lawson–andhaveagoalinmind.
“Saytoyourself:‘Iplantohaveat
leastthreeenjoyableconversations,
withthepotentialforafollow-up
discussion,’”saysbusiness
psychologistDarrylHowes.
BusinessNetworkInternational(BNI)
hasover150,000membersworldwide
andrunsseveraleventsacrosstheUK
everymonth.Forsmaller,morespecific
get-togethers,HomeGroup’sElouise
Leonard-Crossrecommendssigning
uptoindustrynewsletters,askingyour
colleaguesandcheckingoutwhatCIPD
regionalbrancheshavetooffer.
Arriveearly,beforethe‘cliques’
havealreadyformed,andscan
thenametagtablefornamesyou
recognise.Onefinallookinthe
mirror,andachecktoseeifyour
namebadgeisclearlyvisible
andyou’rereadytofacethe
music.Tip:aspellingmistakeon
yournametagcouldbeagreat
conversationstarter.
Packyourbusinesscards,apen
andyourmobileandpreparea
few ‘tidbits’aboutyourselfthat
youdon’tmindsharingtogetthe
conversationstarted,saysauthor
DevoraZack.“Ialsoliketogowith
twoorthreerecentdevelopmentsin
myorganisationorareaofinterest
thatIcantalktoattendeesabout,”
Leonard-Crossadds.
HOWTO
2. network starts with being comfortable
with ‘brand you’,” says Leonard-Cross.
“Being authentic helps the value people
gain from networking,” and ultimately
helps stop you becoming that annoying
sales guy we’ve all tried to avoid at
networking events, says Howes.
New technology has made networking
a lot easier, allowing us to connect on a
global level and creating a level playing
field for employees at all levels, but the
end goal should always be to connect
face-to-face. “Online networking simply
serves as a stepping stone to take things
to the next level,” says Howes.
now an essential element of most good
recruitment campaigns and are the top
source for quality placements, doubling
in size over the past four years. But it’s
not just jobseekers that could benefit
from a well-networked HR professional.
“HR is the people profession, so
relationships are a key part of the success
of practitioners inside and outside
organisations,” Timms says.
For Leonard-Cross it comes down
to curiosity: “As an HR professional
I think you have to keep asking
questions, going beyond your
department, industry or sector and
keep challenging assumptions.”
But the more reserved HR team
member needn’t be put off. “Networking
is a subject you can study. It is a topic
you can read up on, and a skill that
you can practise,” says Lawson, who
questions why, if the skill is so important
to business life, none of the UK’s
universities offers ‘networking’ as a
standalone course. “Unfortunately you
can’t face-to-face network from the
garden shed, so the first point is to get
out there and have a go,” Howes adds.
✶ReadPeopleManagement’sguidetobeingabetterHR
networkeratbit.ly/PMnetworker
A
s well as being appointed
the world’s first networking
professor, at Cass Business
School in 2011, Julia Hobsbawn
recently presented Network Nation
on BBC Radio 4. She reveals why
HR professionals need to alter their
understanding of the term.
Why does our idea of ‘networking’
need to change?
People think networking is easy –
that it’s simply about adding people
to your social networks. But we
can’t devolve the responsibility for
cultivating relationships to websites.
What are the hallmarks of a true
‘networker’?
A networker embeds practices into
their daily lives that fundamentally
affect how they interact with others
and which, through knowledge
transfer, could even impact their
company’s bottom line. People make
the mistake of thinking networking
is very transactional – that one
good turn results in another. The
truth is that it’s a much longer-term
project. True networkers don’t look
for instant gain. The impacts often
aren’t immediate or obvious, and
come about in unusual ways. I spend
“It’snot
about
instant
wins”Uber-networkerJulia
Hobsbawnjoinsthedots
only a third of my time networking
expectingsomethinginreturn;therest
is spent meeting with people without
knowing what the outcomes might be.
How does someone become
a better networker?
Social networks are merely
databases until you add the real social
element to it, so being a networker is
all about face-to-face interaction with
small, close-knit groups of people.
The greatest value comes from
reconnecting with people you know
already: research shows you can only
maintain meaningful relationships
with 150 people. You should spend at
least 8-10 hours a week networking,
in person or by phone or email. Social
media should be a last resort.
AreHRprofessionalsgood
networkers?
Generally speaking, they aren’t
because they are still trying to answer
outdated questions about whether
or not they can network outside their
company, how they might do it, and
why. HR professionals can also be
reluctant to promote the idea of the
‘blended self’. But they can be good
networkers if they allow it to happen.
Great networking is highly nuanced,
and is about creating boundaries.
It’s just as important for HR directors
to say they don’t think someone is
a useful contact as it is to accept
them into their hierarchy.
How can busy organisations
justify freeing their employees
to spend time networking?
Organisationscan’taffordnottolet
peoplenetwork.Goodemployers
knowthatnetworking produces more
well-rounded people. Networking
is about collaboration with others,
and advancing the interests of
yourself and your organisation, not
only seeking your next job. My one
wish is for employers to quadruple
their travel and entertaining budgets
to facilitate this.
Would networking be more
acceptable if return on investment
could be quantified?
Good networking isn’t all about gain,
but there is a need to measure its
effectiveness. Networking events
should bring together communities
of people worth meeting with content
that’s worth learning about. I think
networking will also soon be seen as
part of our ‘social health’ – how we
value and use our time.
Hobsbawn says
employers should
quadruple the
budgets associated
with networking
Consistently ranked as one of
LinkedIn’s most connected women,
Jenny DeVaughn, senior director of
employment branding and sourcing at
ADP, set herself the goal of connecting
with three new people on the online
platform every day. DeVaughn calls on
her thousands of contacts whenever
ADP is entering a new market and
looking to recruit locally. “We ask very
specific questions about who we should
target,” she says. “You’d be amazed at the
expert and valuable responses we get.”
The latest UK Staffing Trends survey
says social professional networks are
INTERVIEW PETER CRUSH
PHOTOGRAPHY ANDRES REYNAGA
34 peoplemanagement.co.uk peoplemanagement.co.uk 35
Hang by
the crudités
Come here often?
“Food stations offer a temporary
place and purpose... and as
others arrive, many one-liners
are at your disposal,” says Zack.
“Nice selection… where do they
get such great strawberries from
at this time of year?”
Keepafewopeninglinesinyour
backpocket,saysLawson:‘Haveyou
travelledfartoday?’‘Whatareyou
workingonatthemoment?’‘It’smy
firsttimehere,doyoumindifIjoin
yourconversation?’“Smalltalkis
oftendismissedasbeingsuperfluous,
butactuallyitconfirmsyouasafully
fledgedmemberofthehumanrace…
anditisalsoausefulbridgetobusiness
conversation,”saysHowes.
The vital follow-up
“I start my follow up as soon
as I’ve left the event… I may
even find a quiet corner of the
room where the event is taking
place,” says Lawson. Catch up
with your network every couple
of months: send them a link to
a blog, or use LinkedIn to keep
them updated.
A graceful
goodbye
“Ending a conversation gracefully
is a valuable skill,” says Zack.
The phrase ‘it was great meeting
you’ teamed with a handshake
sends a clear but polite message.
Remember to swap business
cards and promise to follow
up on the meet.
Get to the point
Honesty is the best policy
when you’re trying to move the
conversation on, says CIPD adviser
Perry Timms: “There’s nothing
wrong with being honest about why
you’re there, and what you hope
to get out of the event shouldn’t
do you any harm.” Remember to
“be curious and interested in what
others are saying and they’ll be
the same with you,” he says.
Take a breather
Afterafewsuccessful
conversations,takenoteofwho
you’vespokentoandwhatyou’ve
discussed,advisesLeonard-
Cross.It’snottooearlytostart
contributingtoyournetworkeither.
Introduceoneofyournewcontacts
toanotherintheroomandkeep
theconversationsflowing.
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