72 TD | August 2017

development CAREER DEVELOPMENT

W hat word do you hear quite often in the business world, social events, and especially when you are considering your career? Networking. While it has become somewhat of a buzzword, it is

extremely important as a life skill. What is networking? First, let’s talk about what it’s not: Networking is not

about collecting business cards. Rather, it is about building relationships. A more formal definition of networking is that it’s a supportive system of

sharing information and connections among individuals having a common in- terest. You have heard the expression that whenever we want to get something done we can do it most effectively through people and relationships. That is true not only when it comes to one’s career, but also in one’s personal life.

The Lifelong Pursuit of Networking

Making professional and personal connections shouldn’t be a chore.

BY AMY DINNING

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August 2017 | TD 73

I believe that the reason I am suc- cessful and fulfilled in my life is because of the network that I am constantly building and maintaining. Networking enables us to gain new in- formation, find answers to challenges, understand others’ viewpoints, de- velop ourselves and others, and gain new connections and friendships. We learn and grow through these rela- tionships and being open to what we can experience from them.

Where to network The truth is, we can network anywhere and everywhere. I am always looking for people who I can help, new infor- mation that I can learn, ways that I can connect people to information and people to other people, and ways to broaden my own horizons. Some great examples of places to network are:

• work • socials events • professional associations • networking or informal groups • gatherings with family and friends • children’s activities • religious organization events • clubs • sporting events.

How to network Now that you know where you can network, how do you go about it?

First, it is important to have a mind- set that you are always networking, and to be prepared to do so.

If you are attending an event and know who will be there, decide be- forehand who you would like to connect with. Research those individ- uals online so you can determine what you might have in common and top- ics that you can discuss. Think about questions you might ask these individ- uals or things you want to learn from them.

When you’re at parties or network-

ing events, be willing to break the ice and go up to people. Usually people are waiting for someone else to come up to them—be that person. Be curious and inquisitive. Ask great questions that get people talking. Show interest in others and what they have to share.

Take that one step further and have something of value to share with them. Think of ways that you can add value to that person, such as information, di- rection, resources, or connections.

Follow up to stay in contact with the people you network with. Many people meet others but never follow up, thus losing valuable connections. Ask if you can connect on LinkedIn and make sure to send them a personalized invi- tation. You might want to remind the person what you discussed in person.

Accept that you will not have strong connections with everyone you meet. Identify individuals who are power connectors and work at main- taining those relationships.

Remember, networking is about forming mutually beneficial relation- ships. Make sure that both of you have the opportunity to share, ask ques- tions, and learn from each other.

Keeping track of your network Develop a record-keeping system for your network. LinkedIn is a great tool by which to make connections, stay connected, and find connections. You can export your LinkedIn connec- tions to an Excel spreadsheet, then add notes to track information, such as where and when you met some- one, what information you shared with them, who they connected you to, and any other information that you want to remember.

Finally, how do you maintain your network? If you are not in contact, those connections fade over time. Here are several strategies you might want to use to keep your network alive:

Be visible, both online and in person. I post on LinkedIn, tweet or retweet, blog, write articles, and share infor- mation that I believe benefits others. I also attend networking events and professional association gatherings to make sure that I am visible. Connect and reconnect. When at- tending events, my goal is to make new connections as well as to re- connect with people already in my network. I want to find out what is happening with them, how I can help them, and also share what is happen- ing with me. Make a special effort with power con-

nectors. Make it a point to reconnect with power connectors on a regu- lar basis. You will want to keep those relationships alive and growing to benefit both you and your connection. Reach out in between events. Consider sending a newsletter to your network- ing circle every so often to stay in touch. If you are in job transition, this is a critical tool in your job search tool- kit. You can send an email, a message through LinkedIn, or use a service such as Constant Contact. The newsletter I send includes my current role, how I can help others, and how they can help me.

You never know when you might need your network, so it is important to find ways to keep in contact, recon- nect, and add value wherever possible.

I cannot put a price on the friend- ships I have developed, knowledge that I have gained, and the many other benefits I have acquired as a result of focusing on networking as a lifelong pursuit. Plus, I believe that I have been able to help many people through my openness to networking.

What’s stopping you? Don’t miss out; start networking today.

Amy Dinning is a senior training and talent

development leader; [email protected].

Copyright of TD: Talent Development is the property of Association for Talent Development and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.

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The most successful entrepreneurs typically have one thing in common (other than a great

business idea): They’re good at networking.

Networking is an important skill to learn for small business owners. Some people are naturals who can work from a room without breaking a sweat and seem to float from conversation to conversation. Others often do break a sweat and tread water from conversation to conversation.

If you’re in that second group, know it does get easier with a bit of practice and trial and error.

In order to boost your networking confidence, try breaking up the task into three main areas: philosophy, networking, and follow-up. Here’s how.

1. Philosophy When it comes to networking, it’s important to step back and remember what this is all about. At the core of it all, you’re looking to make connections that can potentially help you down the road. Even if someone seems like they have nothing to offer you, treat them as if they do. You never know who they might know.

Set a goal for yourself. To ensure you’re actually getting out there and networking, set a goal. It could be a target for how many events, meetings, happy hours, etc., you’re

4 networking tips All small Business owners should Know

tips for those who are not good in networking

By Milan Vracarich

going to attend each month. This is especially important if you’re reluctant and don’t like doing it.

Take opportunities. Go to events even if they don’t seem completely on target with what you’re doing for your business. This could be a networking happy hour with folks outside your industry or a speaker discussing a topic you already know. Go to those events and meet people who might bring up future opportunities (business partners, customers, clients).

Look for opportunities in unexpected places. Whether it’s at your kid’s school or community events (fairs, holiday boutiques), places where you might not think to talk about business could be places for creating partnerships or garnering future sales. Make sure you turn over every rock in your own backyard.

Treat everyone you meet as an opportunity. Even if they can’t help you today, you never know the contacts someone has in their Rolodex. Making people feel important and treating everyone as a potential opportunity can open doors you previously didn’t have access to.

Treat everyone you meet as a friend. Don’t be shy to introduce yourself (which can be easier said than done). The only way to get to a point where you’re used to meeting new people is to get out there and shake some hands.

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4 Networking Tips All Small Business Owners Should Know

Reset competitors. Think of competitors as potential mentors. Meet them and attempt to nurture that relationship the same way you would with anyone else. Not all competitors will be receptive to this but those who are can share helpful information or become good avenues for advice when you need it. Don’t forget to refer customers to your competitors, but only do so when it makes sense for you and them.

Create a support system. Family and friends are great for helping out in a pinch. However, it’s important to have a network of peers and a mentor to discuss ideas, solutions, and problems.

2. networking You’ve got a plan and you know what you want to do. Now it’s time to execute.

From formal networking events and business meetings to cups of coffee, happy hours, classes, speeches, picnics, mentorships, volunteering — the list of networking opportunities/events is almost endless.

If, as we mentioned above, you mentally frame everything as a networking opportunity, you’ll be prepared to take advantage of every interaction that comes your way.

Here are some things to do in order to prepare yourself as well as a few dos and don’ts.

Prepare 1. Have your elevator pitch nailed down and make it second nature. It should be easy to explain what you do and why you do it. For deeper conversations, it’s a good idea to also nail down how you do it.

2. This might seem obvious, but make sure you have business cards on you at all times. You don’t have to carry a stack in your pocket but keep extras in your car and bag, so you can always refill your wallet or pocket at a moment’s notice.

3. If you go to any sort of networking event with another person, make sure you’re not just talking to that person all night. It’s nice to go with someone you know so you have a home base in case you run into a lull, and they can also introduce you to people they know.

4. Come prepared with things to talk about or general questions you can ask other people about themselves or their business.

5. Do your research before you go to an event. Who will be there? What it’s all about? Will there be snacks? Give yourself every advantage by doing your homework.

6. Try to get a speaking spot at an event. Speaking at an event can sometimes get you the biggest bang for your buck. It doesn’t have to be a major conference. Something as simple as an alumni association event is a great chance to speak in front of others. Not just for those who hear you speak but all of the people after the event who come up to you for that one-on-one time. 

Dos 1. Genuinely listen when you’ve asked a question. Practice active listening and don’t think about what you’re going to say next.

2. Be interested in what others have done or are doing. When you’re at an event, you’re not just selling yourself. Ask questions. Focus on them.

3. Be humble. Give a good handshake and dress appropriately for the occasion. Don’t brag or try to impress someone with money.

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Don’ts 1. Don’t overindulge on free drinks. You want to remember the connections you make, and you don’t want to be that person at a networking event.

2. Don’t talk to someone for too long. Talk, get to know them, exchange information if it makes sense to do so, and then move on.

3. Don’t talk during a presentation or over a speaker. If you’re at some sort of presentation or some community event with a presentation component, it’s rude to continue networking while others are trying to pay attention.

3. follow-up Networking isn’t a one and done thing. Once you meet folks, it’s important to keep those relationships going. But now that you’ve done the legwork, what’s next? After you network, how do you keep your network? Use social media.

Nothing beats coffee meet-ups and lunches for that face-to-face time, but you need to keep those social networks, so you won’t fall out of mind if you’re trying to keep something going.

That doesn’t mean you need to post on social media all day every day, but it’s good to stay engaged with what others are doing. Send the occasional email, message or comment. It’s also a good idea to share others’ wins with your own network.

The platforms you choose to utilize for social networking can depend on your industry.

LinkedIn, in general, is easily the best bet for small business owners. It’s the most business-driven platform and its sole intention is for professionals to use it for their digital networking.

Facebook is great for networking on a deeper level. Just be mindful that no matter how private your profile may be, those in your network can see what you do, screenshot it and share it publicly.

Twitter is a good platform for keeping up with current events and industry-related influencers. It’s especially helpful for networking at in-person conferences.

A good idea to stay informed at all times is to set up Google alerts for your business, your industry and some of your competitors. This will also help with networking because you can easily share relevant content on your social media accounts and also congratulate competitors and industry leaders for their successes, nourishing those positive relationships.

4. lather, rinse, repeat Remember to pay it forward. If someone introduces you to some really great connections, make sure you’re introducing them to great connections as well. Sometimes you need to give to get.

Also, having a great network can help when you’re ready to expand your business and hire an employee. You can utilize these relationships to find the perfect candidate to help run your business and take it to new levels. Ideally, it’s someone who can take over tasks and responsibilities that you don’t need to do on a day-to-day basis. This will free up valuable time, so you can focus on expanding the business and work on expanding your network.

The whole idea of networking is cyclical. One digital platform for finding those in-person community events or networking opportunities is meetup.com. You can actively engage in those online communities and then meet with the same folks in person. Then, go back to the top of this article and start all over again.

This article originally appeared here.

Milan Vracarich is a Digital Marketer with a passion for the written word. With a background in journalism, his focus is to always discover the right story to align with big-picture objectives.

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4 Networking Tips All Small Business Owners Should Know

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M

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How Leaders Create and Use Networks

by Herminia Ibarra and Mark Hunter

•

Included with this full-text

Harvard Business Review

article:

The Idea in Brief—the core idea

The Idea in Practice—putting the idea to work

1

Article Summary

2

How Leaders Create and Use Networks

A list of related materials, with annotations to guide further

exploration of the article’s ideas and applications

9

Further Reading

Successful leaders have a nose

for opportunity and a knack

for knowing whom to tap to

get things done. These

qualities depend on a set of

strategic networking skills

that nonleaders rarely possess.

Reprint R0701C This document is authorized for use only by Yaina Delgado in Dynamic Leadership-Summer 2023 at Walden University (Canvas), 2023.

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What separates successful leaders from the rest of the pack? Networking: creating a tis- sue of personal contacts to provide the support, feedback, and resources needed to get things done.

Yet many leaders avoid networking. Some think they don’t have time for it. Others dis- dain it as manipulative.

To succeed as a leader, Ibarra and Hunter rec- ommend building three types of networks:

•

Operational

—people you need to ac- complish your assigned, routine tasks.

•

Personal

—kindred spirits outside your organization who can help you with per- sonal advancement.

•

Strategic

—people outside your control who will enable you to reach key organi- zational objectives.

You need all three types of networks. But to

really

succeed, you must master strategic networking—by interacting regularly with people who can open your eyes to new business opportunities and help you capi- talize on them. Build your strategic net- work, and burnish your own—and your company’s—performance.

The most effective leaders understand the differences among the three types of networks and how to build them.

LEVERAGING YOUR NETWORKS

Networking takes work. To lessen the pain and increase the gain:

•

Mind your mind-set.

Accept that network- ing is one of the most important require- ments of a leadership role. To overcome any qualms about it, identify a person you re- spect who networks effectively and ethi- cally. Observe how he or she uses networks to accomplish goals.

•

Reallocate your time.

Master the art of del- egation, to liberate time you can then spend on cultivating networks.

•

Establish connections.

Create reasons for interacting with people outside your func- tion or organization; for instance, by taking advantage of social interests to set the stage for addressing strategic concerns.

Example:

An investment banker invited key clients to the theatre (a passion of hers) several times a year. Through these events, she devel- oped her own business

and

learned things about her clients’ companies that gener-

ated business and ideas for other divisions in her firm.

•

Give and take continually.

Don’t wait until you really need something badly to ask for a favor from a network member. Instead, take every opportunity to give to—and re- ceive from—people in your networks, whether you need help or not.

Operational network Personal network Strategic network

Network’s purpose

Getting work done efficiently

Develop professional skills through coaching and mentoring; exchange important referrals and needed outside information.

Figure out future priorities and challenges; get stake- holder support for them.

How to find network members

Identify individuals who can block or support a project.

Participate in profes- sional associations, alumni groups, clubs, and personal-interest communities.

Identify lateral and vertical relationships with other functional and business- unit managers—people outside your immediate control—who can help you determine how your role and contribution fit into the overall picture.

This document is authorized for use only by Yaina Delgado in Dynamic Leadership-Summer 2023 at Walden University (Canvas), 2023.

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How Leaders Create and Use Networks

by Herminia Ibarra and Mark Hunter

harvard business review • january 2007 page 2

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Successful leaders have a nose for opportunity and a knack for knowing

whom to tap to get things done. These qualities depend on a set of

strategic networking skills that nonleaders rarely possess.

When Henrik Balmer became the production manager and a board member of a newly bought-out cosmetics firm, improving his net- work was the last thing on his mind. The main problem he faced was time: Where would he find the hours to guide his team through a major upgrade of the production process and then think about strategic issues like expand- ing the business? The only way he could carve out time and still get home to his family at a decent hour was to lock himself—literally—in his office. Meanwhile, there were day-to-day issues to resolve, like a recurring conflict with his sales director over custom orders that com- promised production efficiency. Networking, which Henrik defined as the unpleasant task of trading favors with strangers, was a luxury he could not afford. But when a new acquisi- tion was presented at a board meeting with- out his input, he abruptly realized he was out of the loop—not just inside the company, but outside, too—at a moment when his future in the company was at stake.

Henrik’s case is not unusual. Over the past

two years, we have been following a cohort of 30 managers making their way through what we call the leadership transition, an inflection point in their careers that challenges them to rethink both themselves and their roles. In the process, we’ve found that networking—creating a fabric of personal contacts who will pro- vide support, feedback, insight, resources, and information—is simultaneously one of the most self-evident and one of the most dreaded de- velopmental challenges that aspiring leaders must address.

Their discomfort is understandable. Typi- cally, managers rise through the ranks by dint of a strong command of the technical elements of their jobs and a nose-to-the-grindstone focus on accomplishing their teams’ objectives. When challenged to move beyond their func- tional specialties and add