Nfs workshop gk april2019edit

Networking for
Success
GRACE KENNEDY LIMITED
APRIL 15&16, 2019
4/15/2019 WWW.ABOVEORBEYONDJM.COM 1

Who We Are

What We Do

Tell Us About You
ONE TRUTH
& TWO LIES
(IN NO PARTICULAR
ORDER)
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The Richest People
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Objectives
 Become a magnet for attracting the right people in your space
 Create a master plan before attending any event and execute
 Stop handing out business cards and make real connections
 Become the go to person in your sphere of influence
 Command any room the minute you walk in
 Join any conversation at any event
 Become the most liked person at an event
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Objectives cont’d
Be always warm and open to starting a conversation
Make building and managing your network a part of
who you are
Take your networking to the net
How to build a network
See your career, business, practice and personal
relationships take off

Why network

5 Misconceptions About
Networking
HTTPS://HBR.ORG/2016/04/5-MISCONCEPTIONS-ABOUT-NETWORKING

A good network keeps you informed.
Teaches you new things.
Makes you more innovative.
Gives you a sounding board to flesh out
your ideas.
Helps you get things done when you’re in a
hurry.

Misconception 1:
Networking is mostly a waste of time.
A lack of experience with networking can
lead people to question whether it’s a
valuable use of their time, especially when
the relationships being developed are not
immediately related to the task at hand.

Misconception 2.
People are either naturally gifted at networking or
they are not, it’s generally difficult to change that.
Many people believe that networking comes easily for
the extroverted and runs counter to a shy person’s
intrinsic nature.
If they see themselves as lacking that innate talent,
they don’t invest because they don’t believe effort
will get them very far.

Believe it and You Will See it
If you believe that networking is a skill you can
develop you are more likely to be motivated to
improve it,
Work at it, and get better returns for your
networking than someone with a fixed mind-set.

Misconception 3:
Relationships should form naturally.
One of the biggest misconceptions that people
have about networking is that relationships should
form and grow spontaneously, among people who
naturally like each other.
Working at it strategically and methodically, they
believe, is instrumental, somehow even unethical.

Misconception 4. Networks are
inherently self-serving or selfish.
Many people who fail to engage in networking justify
their choice as a matter of personal values.
They find networking “insincere” or “manipulative”
— a way of obtaining unfair advantage, and
therefore, a violation of the principle of meritocracy.
Others, however, see networking in terms of
reciprocity and giving back as much as one gets.

One study discovered that
Views about the ethics of networking tend to
split by level.
While junior professionals were prone to feeling
“dirty” about the instrumental networking they
knew they had to do to advance their careers,
their seniors did not feel the slightest bit
conflicted about it because they believed they
had something of comparable value to offer.

The difference came down to
Confidence or doubt about the worth of their
contributions, with junior professionals feeling more
like supplicants than parties to equitable exchange.
My own research suggests that the only way to
conceive of networking in nobler, more appealing
ways is to do it, and experience for oneself its value,
not only for you but for your team and organization.

Misconception 5:
Our strong ties are the most valuable.
 Another misconception that gets in the way of building a more
useful network is the intuitive idea that our most important
relationships in our network are our strong ties — close, high trust
relationships with people who know us well, our inner circle.
 While these are indeed important, we tend to underestimate the
importance of our “weak ties” — our relationships with people we
don’t know well yet or we don’t see very often—the outer circle of
our network.

Our mind-sets about networking
Affect the time and effort we put into it, and
ultimately, the return we get on our investment.
Why widen your circle of acquaintances speculatively,
when there is hardly enough time for the real work?
If you think you’re never going to be good at it?
Or, that it is in the end, a little sleazy, at best
political?

Mind-sets can change and do
But only with direct experience.
The only way you will come to
understand that networking is one of
the most important resources for your
job and career is to try it,
Discover the value for yourself.

WHY IS IT IMPORTANT?

What is Networking?
Why is it important to anyone who wants to succeed
Critical to personal, career and business development
Successful persons create and nurture a network of
contacts
Your income can grow only to the extent that you grow
I create my life versus what happens to me

What is Networking?
Essentially, networking is getting to know
people who can help you develop your career,
business or personal prospects .
You don't need to be a big shot or the most
outgoing person in the world to network
effectively.
Its simply connecting with people

One simple rule
 “It takes only a moment’s conscious decision
to become a networker, with no interference
to one’s daily routine.
 All it requires is a slight shift in attitude, and
adopting one simple rule:
 Greet each new acquaintance with an
openness to learn more about that person, a
willingness to help, and an offer to stay in
touch.”
[Buzzy Gordon - http://entrepreneurs.about.com]

How big is your network?
People you
have known
in the past
People you
know now
People you
will know in
the future

Dunbar’s number
 150 = the maximum number of
people with whom we can
maintain relationships
 Hypothesis by primatologist Robin Dunbar
that 150 is the maximum number of social
interactions you can manage
 It is the number at which groups start to
break down
 The number is higher or lower across
different species of social primates

Map your network
My Network
Prof. Orgs. Universities Friends Suppliers Customers
Colleagues

What are the benefits of
networking?
 A lot of good jobs never make it to the pages of a recruitment website
or newspaper.
 They get filled by word of mouth and the more senior the position, the
more often it happens this way.
 Even if the job is advertised, it helps to know someone inside the
new organisation who can give you the inside line.
 They may even end up interviewing you which will always make it a less
stressful experience

What are the benefits of
networking?
 Access to their rolodex
 Ability to genuinely helps others
 Inability to network can hinder your performance on the
job, in business and in personal life
 In the end business is conducted through personal
relationships
 Cannot focus only on financial aspect

Operational
• People who can help you
get your work done
• Often internal & current-
focused
Personal
grow personally &
professionally
• Usually external & share
common interests
Strategic
shape your future goals &
direction
• May be internal or external
& are future-oriented
3 reasons for networking
How Leaders Create and Use Networks
by Herminia Ibarra and Mark Hunter HBR Jan. 2007

Networking vs. Relationship Building
 The word “networking” is commonly used to describe the
process of cultivating business relationships.
 There’s nothing inherently wrong with networking, but it
often has the connotation of being manipulative and self-
serving.
 Should we shy away from it?
 No matter how good your service or product is you are in
the people business

Not all network contacts are equal
Networks contain a small number of
people that have proportionately more
influence over the network than others
This 5-10% of individuals, called
critical connectors by organisational
anthropologist Karen Stephenson,
occupy specific places within networks
Ref: http://goo.gl/mWXgA

Hubs, Gate-keepers & Pulse-takers
Hubs are directly
connected to many
people and, as a result,
have the ability to
disseminate
information quickly
Gatekeepers stand
at the intersection
between parts of the
organisation, or areas
of expertise
Pulse-takers are the
covert influencers
within networks who
are often more
knowing than
known, and they
connect with others
strategically

Your networking plan
Map your
network
Identify
your critical
connections
Engage and
add value
Develop &
grow your
network

Consider volunteering your services for
organizations that align with your interests and
values.

Shyness researchers
have found that people forget themselves
and their anxiety more easily
if they’re involved in activities that are
helpful to others and give them a pre-
determined role or job.
For example,
many self-described shy people don’t
have any problem talking to strangers if
it’s part of their job.

Be yourself, at least for now.
what is the “self”?
If temperament and personality is 50%
inherited, is your self your genetics?
Is it the other 50% — the particular way you
happened by chance to be raised?
Is it an amalgamation of the millions of
commercials you’ve seen on TV and online
that has influenced your perspective in ways
you’re not consciously aware of?

More importantly,
 what if your self would like to sit at home in a
sweat suit 24/7, playing video games, and eating
chocolate?
Should you still be “true to yourself”?
 Rather than being yourself,
 I think you should decide who you want to be,
find an ideal, and act in accordance with it.
 Take whatever you think is inherent to your
personality and marshal it towards excellence.

Implementation is simple:
when you reach a point where you get tired
of your shyness, say to yourself
This is dumb!
I’m just going to start acting confident.”
And then you do so;
act loose and relaxed, look people in the
eye, and start talking to them.
Works like a charm.

The Socio-Biology of
COMMUNICATION

• trustworthy
• likeable
• represent warmth
• represent comfort
• represent safety
For the message to get
through people must
believe that you are
45
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This happens without words
We plug into
thousands of
preconscious cues.
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Eye Communication
oYour #1 skill
o BELIEVABILITY
• verbal - 7%
• vocal - 38%
• visual - 55%
oconnects mind to mind

The Eyes Have It!!
IN JUST ONE GLANCE:
Adults make trait judgments
after viewing faces
for only 100ms.
Some of the traits we spontaneously
attribute to strangers based solely
on their face includes –
intelligence, honesty, dominance,
competence, trustworthiness, and
likability. 48

The benefits of
Good Eye Communication...
oConnects First Brain to First Brain
oUse involvement in business/social
•5 to 7 seconds of eye contact

The Power of First Impression
Our first judgments of people are so strong they often
override the FACTS that we subsequently learn.
In other words,
◦we can and do judge a book by its cover, all the time.
◦ Often, we don’t change our minds, even after we’ve read it.

The Power of First Impression
The research also suggests that we can’t change our first
impressions, even when we know the facts.
◦Maybe the solution is not trying to change our initial thoughts,
but waiting beyond that initial second before we take action.
◦The more time we have, the more we will consider the truth or
the facts about others.
◦ https://www.psychologytoday.com/intl/blog/valley-girl-brain/201402/you-only-get-one-chance#_=_

The First Brain:
The Non-reasoning, Non-rational Part
• Seat of human emotion
• The brain stem
–Provide immediate
instinctual response
• Limbic system
–The emotional centre

The New Brain: The cerebral cortex
Seat of conscious thought
• Memory
• Language
• Creativity
• Decision making

To Get To The New Brain
•The message
must first pass
through the first
brain

57
EFFECTIVE COMMUNICATION…
• is based on emotional impact
• we must be believed to have
impact
• ALL FIRST BRAIN
LIKABILITY IS THE SHORTEST
PATH
TO BELIEVABILITY AND TRUST
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Dress and Appearance
• You never get a second chance
to make a good first
impression
• The first 2 seconds
programmes the impression
• Makes emotional contact
• Clothes as costume

Dress for Success
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The Benefits of Good Posture and Movement
in first impressions posture tells more than clothes
you feel taller and more powerful
you look more confident
eye communication is easier
your movement gives visual variety to the eye of the
audience
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What if I Don’t Have Anything
To Deposit
IN MY SOCIAL CAPITAL ACCOUNT?

Nothing to deposit
in my social capital account?
Networking for Students
Young entrepreneurs
Graduates
Early career professionals

Start Where You Are
 Take the role of the mentee
 Believe in your vision and share it
 Find your tribe
 Use school connections to your advantage
 Know your target and go out
 Know where you fall in the pecking order
 Ask great questions
 Interview successful people and ask them to help other students by
sharing their knowledge

 Use the classes you take –
 Get an A and others will take you seriously
 Lead a group. Help others succeed
 Go online and be credible – no one can tell you age except
you state it or share a picture
 Volunteer and deliver
 Find opportunities to prove yourself before meeting with
anyone in person

THAT’S WORTH MILLIONS

Building a network that’s worth millions
 What if you maintained contact with all the persons you
had great relationships or interactions with since
childhood?
 What would that be worth over a life time?
 Where do you start?
 How to create a system that works for you?

RICH BELLIS 07.15.16 5:00 AM

won’t work at another.
Just as your skills should evolve,
so should your network.

Your career isn’t static—
 In order to get ahead, some things have to change.
 Your skills should evolve, and you should check periodically
to make sure they’re keeping you competitive.
 Even the way you use social media to find jobs and get your
name out there should also change over time.

But what about people?
We often think of our professional network as a continuously
expanding thing.
Meet someone new, add them to the list.
The list gets longer, your opportunities get ever wider.
It may not be that simple, though.
Just as we discard some skills in order to pick up others,
it’s smart to focus on different types of people who can offer you
the most support depending on where you find yourself.

at each stage of your working life.

FAMILY CONNECTIONS AND
ALUMNI GROUPS

When you’re just starting out
New grads have found for
generations, that family
connections and alumni groups
are still your best bet.

The alumni network is powerful,
 In this day and age when people are so
super-connected,
alumni are more likely to lend a hand to a
new grad in need than they might’ve been
previously.
It’s like your whole university becomes your fraternity.

School contacts can be especially useful at
the graduate level
When those people finally enter the
workforce,
they usually find the colleagues they’ve made
at the graduate level to be their strongest
professional resources.

A PROFESSIONAL RECRUITER
AND A FORMER BOSS

The Changing View of Recruiters
Recruiters used to be just for executive-level
people and people in temporary jobs
The stigma associated with headhunters is
beginning to dissipate as younger workers
begin reaching out for professional help.

The reason
when you’re at an associate level, you’re really
looking for that next step
It’s really a numbers game—all those people are
looking to move into that junior-manager role
fewer factors may set them apart as there are
among candidates for senior-level positions.

depends on where you want to
go next.

Looking for a new employer?
Then a manager that you’ve
previously worked for who’s
moved onto another company can
be a great person to stay
connected to.

Prefer to stay put?
A senior person within your own
organization who can serve as a
mentor or advocate for you to
start moving up is your best bet.

The key, in either case,
Use those first few years to build
relationships with people one or
two levels your senior.

COLLEAGUES WHO’VE MOVED
TO COMPETITORS

It’s at mid-career that the contacts
outside your own company may
begin to matter more for you,
The people to focus are really going to be
your peer group and your previous
colleagues who’ve moved on, especially to
competitors.

They want to know what you’ve
already done
This means they need someone who can
vouch for the concrete results you’ve
delivered in the past and how you did it.
This means contacts who were right there
with you when that happened.

PEOPLE YOU’VE PREVIOUSLY
MANAGED

Once you’re at the upper reaches
of the career ladder,
it can be tempting to rub elbows mainly
just with the other people there.
But if it was your peers who helped you
most around mid-career,
They may not always be your most
powerful contacts at senior levels.

You can’t devalue people who are less
experienced than you
Maybe someday they’re going to be the ones in a hiring
position.
You should stay in touch with the people you’ve previously
managed
If they’re now at another organization [that’s] looking for
another high-level role to fill,
 they can go to whoever it is in that C-suite and say, ‘Confidentially, my
old boss at X-Y-and-Z would be a great fit.’"
Of course, the prerequisite to benefitting in this type of
situation is having been a good boss and mentor earlier on.

You can’t devalue people who are less
experienced than you
They’re creating innovative companies.
They’re people who can offer even more
senior people something to learn from.
Maybe someday they’re going to be the ones
in a hiring position.

Can we take a picture?

THE NUTS AND BOLTS

Many Options
 Old school, college or university classmates, alumni
 Family members and their friends
 Professional organisations
 Trade organisations
 Professionals -doctor, lawyer or accountant, etc.
 Club members or anyone else you meet socially
 Civic and charitable organisations
 Faith based organisations
 Professors, advisers, coaches
 Former or present work colleagues or bosses
 Pick up a sport – golf, tennis, sailing, shooting

How to decide what to do and where?
 What are you interested in?
 What’s your passion?
 What inspires you?
 Shared beliefs, experiences – child with special needs, same
faith, giving back (ability to do more with others)
 Only works if you do the work – get to know people, work
on projects, deliver

Build Relationships in Diverse Ways
 The world has gotten quite complex – Facebook, Linkedin, etc.
 Remember the 6-degrees-of-separation principle.
 Go to reunions
 Join your alumni
 Simply provide good service
 Go after the # 2 person to reach a power broker

 Don't ask directly for a job - networking is not a job fair; it's an
opportunity to gather potentially useful information.
 Give and take - networking is a two-way exchange, there's no such thing
as a free lunch.
 Do the groundwork - research your contacts before meeting them and
always follow up good leads or pass them on.
 Think laterally – try to expand your network outwards, beyond your
comfort zone or usual sphere of operation.
 Patience is a virtue – getting involved in networking is being in there for
the long haul; don't expect to land a plum job at your first meeting.

 How you do anything is how you do everything
 Be a class act
 Be impeccable in your words
 When in doubt check
 Practice uncommon appreciation
 Better to say no than to break your word
 Give more to get more without immediate benefit
 Find a way to serve – Webinar, Blog, Newsletter

Drop out of the ‘Ain’t it awful club’. No one wants to
hear your complaints [except those who are in your
inner circle]
Ask, Ask, Ask
Act in spite of fears because it is not necessary to
try to get rid of fear in order to succeed
The informational interview

Can we take a picture

PLANNING FOR
A NETWORKING EVENT

Planning effectively for a networking event
3 Phases Pre-Event, The Event, Post Event
Pre-Event
- Why are you going,
- What do you want to accomplish
- Who will be there you want to see/meet?
- What’s the dress code? Can you comply?
- Am I current on what’s happening?
- Can I be of service?
- Be conversant in topics of interest to your target (sports, current
affairs, music, etc.)

At the Event
 - Be pleasant
 - Smile and make eye contact with others
 - Enter the room with confidence
 - When you start a conversation do not hold the person
captive , circulate
 - Pick out the wall flowers standing by themselves nursing
a drink and engage them

At the Event
 - Do not pass out your business cards like confetti
 - Ask someone for their card first
 - Focus on making a connection
 - Ask great question – not ‘What do you do?’
 - LISTEN
 Be helpful by playing host
 Focus on quality not quantity
 Promise to follow-up

Listen!!!
 Ask a question and wait to get an answer
 Do not interrupt! Its rude. It says what I have to say is more
important
 Don’t just wait to speak and formulate your thoughts
 Pay attention
 Put away the Smartphone
 Do not try to show –off with the on-up manship or womanship
 Make the other person feel important
 Don’t flaunt your accomplishments
 Become a master Listener and see your popularity soar!

Post Event
 Start building the relationships
 Do what you promised to do. E.g. Call, set a time to get
together right away. Do not delay.
 Review the notes you made, shared interest
 Determine how you can be of value
 Keep in touch in a consistent way
 Share - ideas, articles, tickets, products, lunch
 Nurture the relationship

Mastering the art of conversation and
meeting people anywhere
 Every master was once a disaster
 Hone your social skills
 Have something interesting to share
 Keep abreast of current affairs and local happenings
 Let the other person talk and really listen
 Be pleasant and treat everyone the same
 Make Relationship Building a Way of Life

How to make instant connection and build
rapport with anyone
 Ask a thoughtful question
 Ask what you can do to help
 Give them a reason to remember you.
 Focus on quality not quantity
 Ask what makes them happy, excited, lose sleep
 Remember their name and story.

Don’t let your business card end
up in the trash can!
 Clearly define what you do best.
 Tell a story
 Smile and make eye contact
 Say their name
 Send an intro email on the spot
 Talk about your passions
 Give a genuine compliment

Nurturing your Network and setting targets
Want to or committed to? 99% or 100%
The #1 reason most people don’t get what they want is
because they don’t know what they want.
Be committed to promoting yourself and your value
Return phone calls immediately
Connect people – refer and let your contact know
Restore damage relationships – communicate, clean-
up, apologise, forgive, be sincere

The Power of Karma
Give outside of the giving season
Share tickets to games, concerts, plays, movies and sit
together.
 Lunch, dinner, breakfast.
Celebrate others’ success every chance you get –
 promotion, national award, children’s success
Determine how you can be of value

Nurturing your Network
 Always be thinking about the other person, not
personal gain.
 Maximize access.
 Don't go for meaningless "numbers".
 Systematize it.
 Always be connecting.
 Dedicate real and meaningful time.
 Be a hybrid.
 Above all else, be there to help people.

Nurturing your Network
 Have the right mindset –
 Networking is more like farming than hunting.
 Have the tools to network with you at all times.
 Listen and ask questions.
 Small courtesies count a lot in today’s world
 Make a point to meet new people.
 Write notes on the backs of business cards you collect.
 Be yourself.
 Follow up!

Is your Network Dying?
 We make ~2000 contact by age 35
 At any one time we can maintain 150 fairly good relationships
 People go away or grow away
 What happens as we build new relationships?
 How do we maintain old relationships?
 Telltale questions you have a problem
 You can’t afford this as traditional marketing is more
expensive/less effective

More people own a
cell phone than a
toothbrush
- 60 Second Marketer

Taking Our NetworksToThe Net
•Now if the aim of networking is to connect with
likeminded professionals to help you achieve your
professional goals while making meaningful contributions,
then social media is the perfect vehicle.
•Social media allows you to reach, anyone, anywhere,
anytime. It possesses the astonishing capability to create
a one-to-one personal connection with virtually anyone –
the wonders of the perfect cold message or email.
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BRANDYOU

What Social Media Can Do
1. Build your personal and professional brand.
2. Have control over your brand’s perception.
3. Connect you to employment/leadership opportunities
4. Increase thought leadership & influencer status.
5. Create business opportunities – partnerships/funding.
6. Help you be heard, and promote your skills.
7. Give valuable insight into your market and competition.
8. Help you listen & gain feedback to sentiments in real-time.

•Personal branding, then, is key to optimize your social networking
•a great personal brand is like a well sharp business suit – it makes you look
good.
•Before going to any event use social media to do a bit of research on
your prospects – the people you would like to meet.
•Keep consistency across all your profiles, when you show people who
you are they will believe you.
•LinkedIn is the best network for networking as it allows each of us
to display digital resumes for the perusal of prospects.
A FewTips For Effective Social Networking

•Do treat your profile as your professional brochure. Use an
appropriate-looking profile image and put in complete and up-to-date
information.This will be your first impression for many.
•Don't blanket connect. Before you ask for a connection, learn about
the candidate. Be ready to explain why they should connect with you.
•Do get intentional testimonials and endorsements that speak to your
actual skills.
•Do reach out and make meaningful connections.Take the time to find
common ground based on your profiles and consider how you can
bring reciprocal value.
•Do get intentional testimonials and endorsements that speak to your
actual skills.
LinkedIn Dos….

•Don't let your profile sit inactive. Even if you only post an
update once a week, keep it alive.
•Don't treat LinkedIn as a chore. Dedicate real time and
effort to make the most of your connections, and you'll
establish worthwhile, long-term relationships.
•Don't create verbiage combinations that no one
understands.
•Don't hog the conversations in groups or make it your
personal soapbox.You should always consider others and
bring value with every post.
LinkedIn Don’ts….

10 Things All Professionals Should Be Doing
1. Your desired outcomes?
○ Decision makers, Friends, colleagues, customers, others etc.
2. Choosing your platform(s)
3. What help do you need?
4. What to post?
5. What not to post?
6. When to post?
7. How to engage?
8. Response time
9. Gathering new insights and information
10.‘Google’ your name monthly to test your strategy.
1. – (of the first 100 hits, how many did you directly influence?)

Mistakes to avoid
 Resenting those who are successful
 Focusing on yourself and past accomplishments
 Asking someone for help when you have not spoken to them
in ages.
 Over sharing personally or professionally
 Talking too much
 Promoting several things at once

Internal
Networking
(WITHIN THE ORGANIZATION)

Office networking matters for productivity
and engagement.
Networking inside the
office is less talked about,
◦but just as important for
sourcing great ideas and
finding inspiration.

Office networking matters for productivity
and engagement.
So often teams get siloed
and forget that they have a
network within the
company that can help
them complete their tasks
more effectively.

BUILDING YOUR NETWORK
Instead of calling it networking, call it
building relationships at work.
Business is about relationships.
If you genuinely care about learning
and hearing people’s stories, you will
build a relationship with them.
Once this exists you can ask for
something from them or vice versa.

Your Network is Your Net-worth:
There are several benefits of building relationships
inside your company.
First is it will help you to meet people from all walks
of lives and hear really interesting stories about their
lives and learn from them.
Second is it will help you to build a brand inside the
company.
Third is you can have an impact on the company
culture.
Lastly, you can make new friends.

Being an internal networker means
◦you’re looking outside your
immediate, day-to-day
activities
◦and thinking about how you
can connect with and create
value for others in your
company.

WHAT CAN THE ORGANIZATION DO?

How to Create an Internal Networking Initiative
◦An internal networking initiative will look
different from one organization to another,
depending on your goals, budget, tools, and
needs.
◦Regardless, the most important piece is making
resources available to help employees connect.
◦Here are a few ways to do exactly that.

Internal networking
◦Ensures employees work together more often,
giving them a chance to speak with co-workers
and learn about how they can be of value to one
another.
◦When they know what resources are available,
or how others can make their work easier, they
can be more productive and effective.

Host Office Mixers
◦Put “networking” events on the
calendar once a month.
◦Instead of having them after
work hours, plan to end the day
an hour or two early, so
employees don’t see this as
another task on their never-
ending to-do list.

Host Office Mixers
◦This can be as simple as an office
happy hour, or more specific to a
large company project.
◦You can even host department
specific mixers, where you bring
two departments together who
haven’t been connecting as
much as they should or can.

Create Online Chat Groups
If you use an office messaging system, like Slack
that allows for groups, create networking
channels or groups.
Employees can use them to ask fellow co-workers
a question, request resources, or share
information about their role within the company.
Having a chat program like this in place is
valuable, whether or not these “networking”
groups are consistently used.
Employees can exchange insights on posted
content while investing in open communication.

Attend events as a team
Set the tone for internal networking by
attending industry events as a team.
If you can’t afford a big conference, look for
local get-togethers.
Many larger organizations have small chapters
in various cities that hold educational or
networking nights.

Scheduled lunch “dates”
◦Give employees a chance to talk to someone
new once a month with scheduled lunch
“dates.”
◦One Friday every month, assign pairs of
employees to get lunch together, whether they
eat in the office or out somewhere.
◦This gives everyone a regular opportunity to
connect with a different person and is
especially helpful for new employees.

Scheduled lunch “dates”
If employees are weary to
grab lunch with someone
they don’t know,
◦host team lunches instead.

Try Employee Advocacy
◦Employee Advocacy programs support external and
internal networking through content.
◦When employees engage with company-related content
and become aligned with the company's social media
strategy, they are also more in sync with each other.
◦Tools that include internal communication and mobile
features are particularly powerful in connecting the
workforce and engaging them with the company.

Individual Networking
Initiatives

START EARLY:
◦Don’t wait until your first day at
the company to get to know
your co-workers.
◦Start with following them on
Twitter
◦This will give you a head start on
having a list of people you can
possible meet at the company.

MAKE A LIST
◦Think about some people that you pass in the
hallway, in the kitchen or in the elevator that
you exchange a few words with occasionally
but you really don’t know a lot about them.
◦Is there anyone who has a role you’re curious
about?
◦I highly recommend creating a list with people
in different departments, roles and job levels
so that you meet a diverse set of people.

WHO SHOULD I NETWORK WITH?
Look for key players anywhere you can find them in your organization.
Start with your peers. Network horizontally across your team.
Connect with stakeholders.
◦ Look at your responsibilities and projects. Who are the people who have interests or concerns for the work
that you are doing? Network with them.
Look for people in cross-functional organizations.
◦ Build relationships with people in sales, finance, HR, IT, etc.
Your boss’ peers.
◦ Get to know the people who work at your boss’ level and report to the same manager.
Your boss’ boss — and his/her peers.
Any movers and/or shakers inside your company.

RESEARCH COMPANY EVENTS AND ACTIVITIES
◦Most companies organize regular
employee events which is an easy way
for you to meet others in the company
that you may not otherwise see on a
daily basis.
◦Check your company’s internal
newsletter or go back and read those
pesky HR emails to see what’s going on
in your office and then mark the dates in
your calendar.

REACH OUT (IN PERSON OR VIA EMAIL)
◦Once you have your list of people you would like to meet with, it’s
time to start reaching out!
◦Your email to them can go a little something like this:
Hi [insert the person’s name here],
Hope your week is going well! I realized the other day that we always see each other in the hallway, yet we’ve
never had the opportunity to have a full conversation. Any chance you’re free for lunch in the next few weeks?
I’d love to learn more about what you do in your role and get to know you better.
Let me know and we’ll get something set up in our calendars.
Best, (or of course, your email sign-off of choice)
[insert your name here]

FOLLOW UP
◦Good follow-up alone elevates you above 95% of
your peers as most people don’t follow up very
well, if at all.
◦The follow-up is the hammer and nails of your
networking tool kit.
◦It’s also extremely important that once you have
your lunch/coffee/meeting with the person that
you send a follow-up email to let them know you
appreciated it.
◦Not only does your follow-up up make a good
impression but it’s simply the polite thing to do!

Always follow-up.
◦ So few people bother to follow-up on conversations that doing so will
brand you as someone who is thoughtful and dedicated.
◦ When you run into your CFO in the elevator or you speak with your boss’s
boss’s boss at the holiday party, shoot him/her a quick note of thanks:
◦ “Shelly, it was good running into you on Tuesday.
◦ Thanks for taking the time to speak with me for awhile about XYZ.
◦ Thought you might be interested in this article I came across about ABC.
◦ Would love to chat more about this sometime!”
This lets you turn a chance interaction into an ongoing relationship.

Here’s a quick follow-up message:
Hi [insert the person’s name here],
It was a great having lunch with you yesterday. After always
passing each other in the hallway, it was nice to have a full
conversation! [insert a tidbit from your conversation or
something you realized you have in common here]
Enjoy the rest of your week and hopefully we can catch up
again soon.
Best,
[insert your name here]

Ask for Referrals:
◦When you have lunch/meet with
someone, ask for recommendations of other
people who I should have lunch/meet with.
◦This way I was getting a pulse on who the
rockstars at the company were and made
sure to have lunch with them.
◦Another reason why this technique works is
context.
◦ I could ping the recommended person
without hesitation and tell them that “Chris
recommended that I get lunch with you.”
◦This made it almost impossible for them to
say no.

Meet a variety of people:
◦Make sure to meet folks from different departments
to get a sense of how each department works.
◦It helps to understand what each person’s impact on
the company is and appreciate their job.
◦When you are lunching with different folks, don’t
forget to get on the calendar of the influencers i.e
executives.
◦They are really busy people so ask them early to get
a time couple weeks down the line.

Don’t be afraid:
◦This is quite possibly the most important part
of the puzzle.
◦A lot of people heavily underestimate the value
of “asking.”
◦The worst case is they will say no and you
won’t be kicking yourself that you never tried.
◦As human beings, we usually like to talk
about ourselves so when you ask someone,
say something like
◦ “I’d love to get lunch with you and hear your
story.”

Do your homework:
◦This applies to any meeting or sales situations in life.
◦When you are meeting or talking to someone, do the research.
◦Google them and look at their linkedin, twitter, blog, website etc.
◦You want to have context when you meet them to start the
conversation.
◦ “So Mark, how did you go from being an engineer to running sales
teams?” sounds a lot better than
◦ “So Mark, lets hear your story.”
◦It also shows the other person that you did some research on them
which is how you knew that they have an engineering background.
◦Small things do help.

Do amazing work and make your
boss love you.
◦ It’s tough to imagine angling for a new role without first being a stand-
out in your current position — after all, your boss’s endorsement will
likely count for a lot when you’re under consideration for advancement.
◦ Review all the metrics on which you’re evaluated.
◦ Are you hitting them out of the park? Is your boss heaping on the
praise?
◦ If so, see if you can assume any higher-level responsibilities — perhaps
taking a project off of your boss’s plate. If not, you may want to hold off
on pursuing a new position and instead build a track record of success
where you are.

Specialize.
◦It’s amazing how many opportunities fall into your lap — and how
many relevant contacts you can make — when you become the
“go-to” person for a particular skill or area of knowledge.
◦Your organization’s social media guru is always asked to lead
training sessions, contribute to the company blog, and do media
interviews.
◦What skills differentiate you from the pack?
◦Can you carve a niche for yourself?
◦Identify your specialty and be sure to articulate it clearly to your
manager and others within your company.

Learn how your work fits into the
bigger picture.
◦ Your company’s “all-hands” meetings may seem like a pain, but they actually present a huge
opportunity to absorb important information about the vision for your organization.
◦ Listen closely and take notes whenever you have the opportunity to hear from senior leaders;
you will gain an understanding for how your work fits in with the larger goals of the company.
◦ Once you develop a thorough understanding of your organization and its many teams, you’ll be
better prepared to speak thoughtfully with colleagues and leaders — as well as to suggest great
ideas that will help the organization meet its goals.

Build relationships across departments.
◦Ask for opportunities to work on project
teams that will expose you to key players in
other departments.
◦Having relationships with colleagues in other
departments will make it easier for you to
acquire information and get things done.
◦As an added bonus, you may hear about job
openings and opportunities for advancement
before they’re publicly announced.

Find a sponsor.
◦ Mentors offer sage wisdom and guidance on
day-to-day workplace situations,
◦ but sponsors wield the power to open doors and
propel you to great new opportunities.
◦ Vault defines a sponsor as “an active advocate
who seeks out new opportunities for you, uses
his or her influence to make sure the right
people know about your accomplishments and
recommends that you be promoted or given a
raise.”
◦ Often, you will need someone powerful in your
corner to ascend the professional ranks.

So, how do you find this person?
◦Pay attention to executives who seem to respect what
you bring to the table.
◦Find small opportunities to fill them in on the
projects you’re working on, as well as to share your
interests in moving up and your ideas for the
organization.
◦Over time, this relationship can advance into
sponsorship — and you may find yourself in a
coveted new role!

10 Ways to Network
for a Career Change Internally
HTTP://WWW.POSITIONIGNITION.COM/BLOG/2013/5/23/10-
WAYS-TO-NETWORK-FOR-A-CAREER-CHANGE-INTERNALLY.HTML

When we’re employed and fancy a change,
we often forget that there may be an opportunity to
make that change while staying with our current
employer.
◦It’s like blind spot to us.
We think we have to completely change direction
when seeking to create something brand new,
◦but sometimes what we need for a career change
may be right under our nose.

1. Know Your Strength
◦Think about how good you are at
what you do.
◦Know that you’re good and that
you have built a reputation in your
company around your own sort of
brand.

2. Get on the Radar
◦Where are you on your
organization’s radar?
◦What do other employer think of
you?
◦An organization thinks about you in
terms of how you’re doing but also
in terms of what you might do in the
future.

3. Don’t Make Assumptions
◦Watch out for assumptions that are wrong.
◦People who think they know what they want,
make up aspirations and tell one another,
◦ “The next thing I want to do is this/I want to stay in
this job for 10 years”.
This is wrong.
◦ Spend some time thinking about what you really
want before you start asking others for help with
your plans.

4. Be Curious
◦Find out and seek to understand what
the organization’s objectives are.
◦Where is it heading?
◦What markets is it expanding into or
trying to reach?
◦What’s the overall strategy?
◦What products and services are being
developed or launched?
◦Where it’s going and how you can fit
into that by undertaking a new role.

5. Talk to Your Boss
◦The first people to talk about an
internal career change to are line
managers:
◦Your boss, your boss’ boss, people at that
sort of level.
◦They’re the people who can approach
HR and other teams and departments
to vouch for your contribution to them
and through them.

6. Connect With HR
◦They will know a lot about
possible new career paths for
you and will give a very
objective view of what’s best
for both you and the company.
◦They are specifically
responsible for making sure
talent is in the right place.

7. Do Your Research
◦Research on which teams
or departments have job
openings that would allow
you to do something you’re
good at and like doing.

8. Know Your Price
Check what the going rate is for the
role you want.
You can do this by
◦contacting JEF,
◦asking colleagues you’re close to and
who are already in that role how much
they earn
◦phoning up recruiters to see how
much their clients are offering for
similar roles.

9. Seek Internal Support
You might want to just reflect on
what internal support you’ve got.
This is about people at a high level in
the organization who are going to
advocate for you in front of the people
who make the decisions about internal
job changes.
Think about who you can approach
and ask for help.

10. Attend Internal Events
◦ Be sure to turn up to as many internal
networking events as you can.
◦ This will put you in touch with individuals
within your organization that you may not
necessarily interact with otherwise.
◦ Talk to people and listen carefully to them and
you might pick up interesting and useful
information on the expansion of existing teams
or new teams being formed.

PULLING IT ALL TOGETHER

Networking Tips for Persons in Sales
 1) Be a Connector
 2) Show Up to Events Early
 3) Don’t Talk Product /Service
 4) Find More Networking
Events
 Chambers of Commerce
 Business Networking Groups
 Mastermind Groups
 Meetup.com Groups
 Charity Events
 School PTA Meetings
 High School Sports Games
 Local Youth Sports Events
 City Government
 And check out local event sites

5) Send Your Staff
6) Have Memorable Cards
7) Set Networking Goals
8) Always Have Your Card
to give if asked.
However, you can always
ask for theirs.

9) Don’t Have
Big Handouts

 10) Do The Follow-Up
 11) Use LinkedIn To Follow Up
 12) Follow Their Business on Twitter and Facebook
 13) Follow Up Via Email
 14) Phone Call Follow Up
 15) Read “How to Win Friends and Influence People”
 16) Remember Names and Use Them Often
 17) Join a Networking Breakfast Group

18) Talk To The Wallflowers
20) Prepare General Questions About Business
21) Take Notes on Business Cards
22) Identify the Connectors
23) Keep Expectations Low at First
24) Don’t Take Yourself Too Seriously

25) Network With Your Clients
26) Always Be Networking
27) Moving Pennies Technique
28) Disappearing Cards Technique
29) The Elevator Pitch
30) Talk About What Excites You

31) It’s Not Who You Know, It’s Who They Know
32) Describe Your Perfect Client
33) Keep a Networking Journal
34) Be Memorable

Networking Don’ts
1. Don't go to networking events with friends.
2. Don't try to meet everyone in sight; curate
connections instead.
3. Don't forget to follow up.
4. Don't waste time with sales-oriented people.
5. Don't be a stalker.
6. Don’t doubt your ability to improve with practise.

Networking Don’ts
7. Don't interrupt. Ever.
8. Don't be intimidated.
9. Don't be a card spammer.
10. Don't talk so much.
11. Don't be subtle. Be explicit.
12. Don't ask to "pick my brain."

Networking Don’ts
13. Don't hound the speakers.
14. Don’t hound the speakers
 15. Don’t Scan the room while you’re talking to
someone
16. Don’t ask them who they know
17. Don’t pull out your resume

Networking Don’ts
18. Don’t get someone’s business card and misuse it
19. Don’t hit on someone
20. Don't be a product-pusher.
21. Do not, under any circumstances, ditch a
conversation partner for someone more ‘important.’
22. Don’t fail to thank the organizer(s)

Pointers from - “How to Talk to Anyone”

Let’s Talk…..
What are some of the challenges you face in building your network?

of NETWORKING

Summary - The 10 Commandments
For Better Networking:
1 Always have your tools.
2 Networking is more like farming than hunting.
3 Understand where you are in the pecking order
4 People remember engaging people
5 The law of Karma is real
6 The little things count for much.
7 Grow Your Quality Network
8 Have a Good Business card strategy
9 Keep it Real - First Impressions Last
10 Close the circuit - Follow up!

Your action plan…
See it
Say it
Write itDo it
Review it

Next Steps
What will you do in the next 24 hours?
What will you do in the next week?
What will you you do in the next month?

What We Do

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