FountainBlue is pleased to speak regularly on networking topics of interest to Silicon Valley's decision-makers. We have spoken to:
corporate groups, both formal and informal
associations and organizations
individuals and small groups
We are also pleased to dedicate a portion of our monthly Transitions events to the topic of Networking for Executives. Below are summaries of notes from our previous meetings, leveraging the advice and expertise of the senior executives in attendance at our monthly meetings.
Every month of 2008, we will partner with RAL Associates to make a networking presentation to the group of executives in transition. Below is a compilation of learnings from these exercises.
Here are Top 10 Reasons Why Senior Executives Should Take Leadership Roles as Volunteers in Associations, taken from our July 24 Transitions session:
1. It helps build relevant strategic relationships and connections.
2. It helps people keep up with industry trends.
3. It can be helpful for people investigating new roles, sectors, opportunities.
4. It can help people transition to another sector, particularly in a new field like clean energy.
5. It can help stretch, expand, explore leadership and management skills.
6. It can provide opportunities to develop and display in-depth expertise, by writing white papers, making speeches, presenting research, facilitating conversations, etc.,
7. It can provide positive exposure in speaking and facilitation opportunities.
8. It can provide opportunities to develop business development relationships with partner organizations.
9. It can be fun and fulfilling.
10.It provides opportunities to be recognized through awards or through participation on boards, etc.,
Jumpstarting a Network Many executives are so consumed by the management and operational responsibilities of their jobs that they unfortunately let their networks lapse, and find the connections they have are not as close as they can be, and/or the people they are closest to have either retired or left town. Brainstorm with your colleagues on ways an executive can jumpstart a network from scratch. 1.Join networking groups 2.Join groups with a similar passion 3.E-Mail the people you meet, adding a short profile 4.Call the people you meet, discuss the value you offer 5.Bring currency, such as leads, referrals, advice, opportunities 6.LinkedIn and other groups 7.Connection within company 8.Consulting 9.Blog 10.C-Level exec search firms 11.Friends and family and beyond Getting Busy Executives to Make the Time for You Let's say that you've done your research and know who the decision-maker will be, and that you can get connected to that person through an introduction. How do you get that busy executive to make the time to speak to you, to build a relationship with you, to hear your proposal? 1.Talk to exec admin, send a note 2.Use your charisma 3.E-mail with follow-up phone call 4.Understand his/her business and explain 5.Call early or call late 6.Say that you appreciate their time up front 7.If there's no response, persist 8.Be creative, send something attention-getting, like tickets 9.Ask the contact how they can be approached 10.Make sure they know that the person who made the referral must have believed there would be mutual benefit 11.Flatter them 12.Ask questions 13.Have early morning coffee 14.Get introduction from an associate 15.Offer the exec something in return 16.Research the executive you'd like to meet their likes and dislikes 17.Get through the gatekeeper/admin assistant 18.Ask for referrals 19.Follow up on recommendations 20.Say thank you 21.Send bio and not resume 22.Don't announce that you're looking for work 23.Informational interview only 24.Ask for more contacts 25.Connect them to other business leaders 26.Follow up with a written note, not an e-mail 27.Business lunch 28.Online tools Keeping in Touch Most executives know that having a quality, win-win network is the foundation for the ongoing success. But senior executives are generally important and busy people. What are some strategies for staying connected with the executives in your network in a value-added, un-intrusive manner? 1.E-mail without an agenda 2.Phone without an agenda 3.Do things you have in common and passionate about outside of work 4.Help them connect to other people 5.Check in every six months 6.Use LinkedIn to send e-mail 7.Greetings Manager 8.Use LinkedIn graph for alumni of past contacts 9.Use LinkSV for connections
Here are the introductory notes from Linda Holroyd's networking exercise for the April 17 Transitions Event:
As an informed senior executive, you're choosing networking. Below are top ten win-win networking tips to make sure that you best leverage a networking opportunity, even when you don't know anyone in the room!
1. Bring a Good Attitude
2. Be Open
3. Be Nice
4. Be Helpful
5. Be Prepared
6. Go With the Flow
7. CONNECT
8. Connect to Others
9. Follow Up
10. Have Fun!
The networking topic for our November 29 Transitions event was on 10 Secrets to Becoming a Successful Business Networker. Below are comments from Axel Schultze of Xeequa:
Be open and don't question your networking ability
The best starting point is to network with people who don't plan to sell to or buy from.
Ask peers for help! You will be surprised how many networkers are open to helping you become successful.
If you don't ask for an introduction, you will rarely get an introduction.
Share opportunities to do more with more people.
Invite your contacts to join your network and get an always up to date list by letting your contacts update the information themselves.
Understand what kind of connections you have in what territory. Make sure you have good coverage of all types necessary to be successful.
Associate your expertise with your company and vice versa and expose it wherever you can.
While the act of networking is highly personal, tools are critical to keep tract of existing contacts and develop new relationships.
Never forget that in business you deal with three independent yet connected networks: People, Companies and transactions. Build a back-up in each layer.
Other thoughts about networking:
Networking is critical particularly when seeking a position at the executive level.
The network you develop will take you farther than the current company you are with, or the one you will next join.
Think first about what you can do for the network, not what the network can do for you. Put something in to the network before taking anything out, and never assume that you will take something out of the network/relationship just because you put something in.
Networks are dynamic, constantly in transition.
Leverage technical tools to manage your network.
Your network can help you complement your skill set.
The optimal network size varies from person to person.
As you expand into new areas/companies/industries, make sure your network will also evolve in the direction of your new objectives.
Have layers of contacts, and be clear about what you're willing to do for each layer of contact, without making a 'tit-for-tat' kind of commitment.
Be transparent and open to your network about your strengths, your challenges, your mistakes, etc.,
Resources
Social Capital: The social capital of a society concerns the institutions, relationships, attitudes and values that govern interactions among people and contribute to economic and social development. It includes the shared values and rules for social conduct expressed in personal relationships, trust and a common sense of "civic" responsibility, which make a society more than just a collection of individuals.
Social Capital Assessment Tool (SOCAT): Social Capital Assessment (SOCAT) measures social capital (institutions and networks, and their underlying norms and values) at the level of households, communities and key organizations. It allows analysts to identify how these social assets affect productive behavior (e.g., income generation and risk management), and how this in turn responds to policy reform. For instance, the existence of well-functioning networks with high levels of trust such as among parent-teachers' associations or farmers' associations may facilitate policy changes that call for collective action or cooperation.
Level Six: Intermediary Stage long-term, systemic, focus on derivative as well as direct relationships
relationships
Here are some tips for Getting to the Next Level of Networking
From One to Two: Networking is a two-way street
From Two to Three: Focus on Long-term relationships
From Three to Four: Network as Peers
From Four to Five: Understand that relationships are not about keeping score.
From Five to Six: Networking is about relationships. Helping others build connections helps everyone.
The networking topic covered at the August 16 Transitions meeting was on Trimming and Pruning Your Network and notes are below. Understand the Overall Value of Networking 1.Understand that networks are dynamic and evolving ecosystems. 2.Understand that the quality of your network will, in part, determine how successful you will be personally and professionally, particularly as you advance within an organization. 3.Remember the mantra, 'It's not personal, it's just business'. 4.Accept that you cannot help everyone, and not everyone can help you. 5.Understand also that it's not in your best interest to receive help from some people, even if they are willing and able to help you. 6.Trimming and pruning are a necessary part of growing your network strategically. Be Strategic 7.Know the reasons for trimming your network. Have your needs changed? Have their needs changed? 8.Develop clear goals for how you would like to refine your network. 9.Create weighted criteria based on those goals. 10.Proactively and systematically evaluate your relationships and connections based on these criteria. 11.Ensure that you are providing value to others within your own network. 12.Weigh in the long-term and short-term benefits of connections/associations. Manage Connections at all Levels: Low, Medium, and Deep 13.Your closest 'Deep' connections only need evaluation at the big-picture level, to ensure that it is equally rewarding for both parties. 14.Low-Level, Low-Impact relationships do not necessarily need to be proactively managed, unless they take up a lot of time and energy or unless others in your network think negatively about you because of the affiliation. 15.Regularly reviewing medium-level relationships might make sense, particularly if they are high-maintenance with unsure returns for both sides, or if they are evolving in a new direction, positive or negative. 16.Relationships at each level might need a direct conversation, a 'relationship discussion'. When Having a Relationship Discussion, Be Clear, Positive and Supportive 17.Don't wait for painful relationship issues to resolve themselves. It's a strain on you and the other party, and a bad reflection on others who might be noticing how you're handling a problem. 18.When you'd like to shift a relationship, consider the impact the relationship has had on you, both positive and negative. Then plan ahead for what you will say, and where and how you will say it, ensuring clear communication, but also a clear path forward. 19.Be humble and open-minded in attitude. 20.Spell out your assumptions to the other party and spell out your future direction. They might be surprised at your assumptions and direction, and you might be surprised at their response. 21.Be appreciative of what you had together, no matter how the relationship will evolve. You Never Know What's Next! 22.When you and the other party decide that a redirection is in order (either positive or negative), provide specific ways and times in which the relationship may be re-evaluated. 23.Do not close the door shut, even if both parties have decided to move on. 24.Be pleasantly surprised and open-minded if you find yourself meeting your old friends in new contexts! 25.Keep your network and attitude fluid and be proactive about maintaining the network, even if it means trimming and pruning.
The Networking topic for the July 19 Transitions event was on The Top Twenty Things You Can Do To Get Busy Executives to Say, facilitated by Linda Holroyd. Below are notes from the session.
RELATIONSHIPS FIRST 1.It's all about relationships. Build a large and tight personal network. 2.Leverage your network to support yourself and others as well. 3.Grow your network strategically. 4.Monitor the relationship and proactively evolve it. BE PREPARED 5.Come in with a plan in mind. Know what you want from them, why you want it and what's in it for them. 6.Be fluid about your plans.If it doesn't work out the way you wanted, perhaps a better option is around the corner. 7.Work the gatekeepers. 8.Start with a small request. 9.Be aware of their personal and professional challenges and check your timing based on their needs. 10.Share your successes. 11.Never wastesomeone's time asking for things you could do yourself. 12.Know when to give up and find someone else to connect with. 13.Instead of getting stuck on the 'why would they want to help me?' question, allow yourself to adopt their perspective and then dream BIG! BE WORTHY 14.Integrity matters! Act honorably. 15.Communicate clearly and candidly, transparently. 16.Adopt an open-minded and eager attitude. 17.Give back directly or indirectly. 18.Humbly share your knowledge. 19.Show progress on the goals you set. Share your appreciation and your successes.
20.Remember that your success is their success.
The Networking topic for our July 19 meeting was on Getting Busy Execs to Say Yes. Below are notes for your reference. The Top Twenty Things You Can Do To Get Busy Executives to Say
RELATIONSHIPS FIRST 1.It's all about relationships. Build a large and tight personal network. 2.Leverage your network to support yourself and others as well. 3.Grow your network strategically. 4.Monitor the relationship and proactively evolve it. BE PREPARED 5.Come in with a plan in mind. Know what you want from them, why you want it and what's in it for them. 6.Be fluid about your plans.If it doesn't work out the way you wanted, perhaps a better option is around the corner. 7.Work the gatekeepers. 8.Start with a small request. 9.Be aware of their personal and professional challenges and check your timing based on their needs. 10.Share your successes. 11.Never wastesomeone's time asking for things you could do yourself. 12.Know when to give up and find someone else to connect with. 13.Instead of getting stuck on the 'why would they want to help me?' question, allow yourself to adopt their perspective and then dream BIG! BE WORTHY 14.Integrity matters! Act honorably. 15.Communicate clearly and candidly, transparently. 16.Adopt an open-minded and eager attitude. 17.Give back directly or indirectly. 18.Humbly share your knowledge. 19.Show progress on the goals you set. Share your appreciation and your successes. 20.Remember that your success is their success.
The Networking topic for our June 21 meeting was on Barriers to Effective Networking. Linda Holroyd facilitated a discussion on the topic and provided the attached document, 101 Lame Excuses Not to Network.
Networking Notes from our May 24, 2007 Transitions meeting, which had breakout groups on four topics related to the challenge of getting the right executive doors to open:
Profiling/Identifying the Right Executive to Target
Understand your objectives (your skills, competencies, brand, interests, etc., and how that fits into market needs and opportunities) and plan accordingly (target companies)
Leverage online and other resources to connect with target companies:
LinkedIn.com
LinkSV.com
Lead411.com
Getting Past Gatekeepers and Into Conversations
Call and ask receptionist or HR person the name of the person in the role you're seeking.
Ask for the assistant of the person you want to connect with and enlist that person to help you connect.
Use LinkSV to identify who you should talk to and LinkedIn to see who you know who might know someone connected to that person.
Leave 1 short voicemail, but keep calling back until you get a live voice.
Try calling after hours or during lunch as the gatekeeper might have gone home, leaving the exec to answer the phone.
Building Executive Connections in Different Roles, in Different Industries
Identify associations, tradeshows, etc., in a new industry and attend events, hear panels, meet people etc.,
Work with recruiters who specialize in that industry.
Conduct informational interviews
Read journals and other publications - hear the trends, get the lingo right!
Start speaking, teaching, consulting in your new space
Ask people in your existing network if they can help you make connections in that new industry
Create specialized resumes and cover letters
Leveraging Successes and Testimonials to Build New Relationships
Take the time to write down some success stories which highlight how you solved specific problems. Many of us tend to be too general, too humble or too non-specific, which means that we may lose out on an opportunity to highlight our skills and talents.
Pull out these stories in addressing questions posed at an interview. If you don't have the direct experience an interviewer is seeking, telling a story where you leveraged the skills they're seeking would be preferable to saying 'I don't have direct experience in that particular area'.
Enlist advocates and ask for recommendations and testimonials.
Prove you can solve a problem using those specific success stories.
Humanize yourself when telling these stories/building new relationships.
Message to the FountainBlue Community About LinkedIn Usage February 23, 2007
I received an invitation from someone this week, inviting me to join his LinkedIn network, with the enticement that he has 3,300 links in his network, and I should also join him. I have no idea who he is, but it does lead me to reflect on how to use LinkedIn as a tool. So I'll share my thoughts, and invite you to share yours too.
Have a strategy for your LinkedIn network
Decide why you want a LinkedIn network (for business development? to stay in touch? to help others in your network) and also what type of network you should have - a large network with people you know lightly, a tight network with only people you know well or somewhere in between.
I do have a LinkedIn network, but most of my contacts are not in the network, so I have a relatively tight circle on LinkedIn. I don't accept invitations from people I just said hello to for example, but after meeting one-on-one over coffee and feeling that connection, I am likely to accept an invitation.
Be consistent about implementing that strategy
Once you decide on a strategy, be consistent with that strategy making few exceptions. When you start making exceptions, it's much easier to second-guess yourself.
Be respectful of the people in your LinkedIn community
Don't over-contact people in your network, or request too many contacts from the people in your network, or introduce people to others that you don't necessarily know well. Respect their time by being strategic about your requests for support and your requests for connections for others.
Stay in touch, but with light touches
Stay in touch, but not in an invasive way. I've found that busy people don't have the time for small talk over e-mail or over the phone, but might appreciate information or connections or suggestions if it's relevant for them, and will definitely appreciate a lead or connection once in a while.
Grow your network, but do it strategically
It's important to grow your network with the kind of people you respect and trust. I must admit that I'm not proactive enough about growing my network. In other words, I rarely make the time to invite others to my network, but I'll work on it!
Bottom Line about your LinkedIn network
Use it as a great tool for growing your network, but don't abuse the tool or the network.
Your Personal Leadership Brand, Presentation to Transitions Group, 2007
Leadership is an individualized quality and trait, but there are prevailing qualities of leaders which command the respect of those who choose to follow. Understanding these cardinal rules of leadership, and then knowing yourself and your unique value proposition to any leadership opportunity helps define who you are and what distinguishes you from other leaders, first to yourself, and then to those around you.
In this interactive workshop, attendees will first identify cardinal rules of leadership and think critically about creating a leadership brand around that framework. Then we will work on proactively managing the feelings the people around you --your boss, your colleagues, your employees, your customers, and your family and friends--have about you as a person, as a leader, and consider how they feel about interacting with you, observing you, and even thinking about you. We will explore:
The core skills of leadership - where you are strong and where you can improve
What is best and true about you
How you are meeting the needs of the key folks with whom you work and play
How to best link your strengths to needs and goals
How to communicate your intended leadership brand
In this interactive hour-long workshop, we will examine our thoughts about the leaders and role models in our lives, our personal passions and how they have served us (or not), and our previous successes and the learnings from them. We will also begin brainstorming how our own leadership abilities will best suit the organizations of today.
Working Your Networking Statistics show that 80% or more positions, particularly at the executive level are secured through networking - connecting with someone you know, or someone they know, and so on, so that you get the opportunity to interview for a position which is not necessarily advertised, or a position especially made for someone with your talents.
But why is it more difficult, and more important to network as you rise up the corporate ladder? What is the art and science of networking? What sets apart the experienced, professional networkers from the aggressive self-promoters we all try to avoid? How can you leverage your individual strengths to increase networking successes?
In this interactive workshop, we will probe these questions and more, share our stories and challenges, accept the factors which make networking more important and more difficult as you rise within your organization, and brainstorm together how we can leverage networking for to benefit ourselves and others in our circle.
For inquiries about having us give this talk to your group or organization, please contact us at info@FountainBlue.biz.
Below are testimonials from workshop attendees:
Thank you for sharing with us your hands on knowledge of building relationships.
I really enjoyed your presentation today and admire your conviction to identify what is either missing or not right around you while giving yourself permission to build something new for the betterment of us all. James Kohnke, Finance and Operations Professional
Your presentation was outstanding and I gained much food-for-thought from your insights and data. You gifted me the opportunity to bring my skills up several notches. You also validated for me that I am on the right track to level 5 and 6 with the networking strategies I have developed into my toolkit. Patti Dully, HR Manager, Birds Eye Foods
Something from Nothing: A Message to the 'Preneur in You This engaging talk highlights the need for adopting the entrepreneurial, innovative spirit made famous in Silicon Valley. This talk is designed both for entrepreneurs who are starting or joining or own high tech firm positioned to change the world, or spearhead new technological standards, and also for intraprenerus - corporate leaders at all levels in a larger corporations who invite the innovative, entrepreneurial spirit into their culture to help create and sustain the technological innovation edge in themselves and in their teams.
This talk will cover:
What is 'preneurship and why do we need 'preneurship?
The best of both worlds - the entrepreneurs and the intrapreneurs
What makes a successful 'preneur?
A Heart-Head-Hand Model of 'preneurship
We hope that this session will awaken the entrepreneurial spirit in you - the spirit that might have gone dormant through a challenging dot-bomb experience, or through an extended experience working in corporations which stifled innovation and initiative.
Below are testimonials from workshop attendees:
Linda is an engaging and inspiring speaker.
Great food for thought.
This talk really helped me think critically about finding my passion, and finding a setting that supports my passion.
Great job weaving together the entrepreneurial and intrapreneurial concepts.
For inquiries about having us give this talk to your group or organization, please contact us at info@FountainBlue.biz.
Working Your Networking, Presentation to Right Management, July 2007 Statistics show that 80% or more positions, particularly at the executive level are secured through networking - connecting with someone you know, or someone they know, and so on, so that you get the opportunity to interview for a position which is not necessarily advertised, or a position especially made for someone with your talents.
But why is it more difficult, and more important to network as you rise up the corporate ladder? What is the art and science of networking? What sets apart the experienced, professional networkers from the aggressive self-promoters we all try to avoid? How can you leverage your individual strengths to increase networking successes?
In this interactive workshop, we will probe these questions and more, share our stories and challenges, accept the factors which make networking more important and more difficult as you rise within your organization, and brainstorm together how we can leverage networking for to benefit ourselves and others in our circle.
For inquiries about having us give this talk to your group or organization, please contact us at info@FountainBlue.biz.
Below are testimonials from workshop attendees:
Thank you for sharing with us your hands on knowledge of building relationships.
I really enjoyed your presentation today and admire your conviction to identify what is either missing or not right around you while giving yourself permission to build something new for the betterment of us all. Finance and Operations Professional
Your presentation was outstanding and I gained much food-for-thought from your insights and data. You gifted me the opportunity to bring my skills up several notches. You also validated for me that I am on the right track to level 5 and 6 with the networking strategies I have developed into my toolkit. HR Manager, Birds Eye Foods
Special FountainBlue Workshop: Networking for Entrepreneurs, conducted on Tuesday, October 10, 2006 from 6:00 - 8:00 p.m. at DLA Piper, 2000 University in Palo Alto.
The Networking for Entrepreneurs workshop addressed one of the greatest challenges of any successful new venture: meeting the right people and developing relationships and partnerships with those people. FountainBlue is pleased to partner with the following entrepreneurial associations for this event: ASVC, CINA, Financing Partners, HYSTA, NUSEA, SD Forum, SJSBC, SVC Wireless, UCSC Extension, WSN SIG, and Women's Technology Cluster on this event.
Background: Sometimes the difference between a successful venture and one not so successful is who you know! Entrepreneurs, particularly those who would prefer the comfort of coding and managing in front of a computer screen, and those who don't have connections here, and/or are not yet integrated into the Silicon Valley culture, need to proactively manage their networking activities to ensure the ongoing success of their organizations. As the facilitator for this dynamic workshop, FountainBlue CEO Linda Holroyd drew upon her extensive networking experience working with executives and entrepreneurs within Silicon Valley as an entrepreneur, a community leader, and an executive. The interactive session covered the strategic goals for networking as well as the tactical plans for achieving these goals, working in collaboration with close partners and allies.
Below is a Summary of Notes and Advice provided by Linda and everyone in attendance last night. Please feel free to e-mail me your comments or add them to our blog at http://fountainblue.blogspot.com.
Working Definition: Networking is: An Active process of building and managing productive relationships with all of your contacts (Professor Wayne E. Baker from his Networking Smart Book)
Networking for Entrepreneurs can lead to
Better Traction for Your Business
Greater Likelihood of Attracting Leaders, Sponsors, Advocates, Customers
The Art of Networking:
Everyone has his own style
Reasons for a successful connection vary depending on who you're working with
Random chance is a factor
Sometimes you find your connections in the strangest places!
The Science of Networking:
Understanding your objectives and developing a plan will increase your probability of success
The more you build your network, the more likely your network will continue to grow
The larger your network, the more likely you can leverage it to serve your needs, and that of others in your network
The better you plan and prepare, the more likely you are to succee
The Art of Networking
Everyone has his own style
Reasons for a successful connection vary depending on who you're working with
Random chance is a factor
Sometimes you find your connections in the strangest places!
The Science of Networking
Understanding your objectives and developing a plan will increase your probability of success
The more you build your network, the more likely your network will continue to grow. The larger your network, the more likely you can leverage it to serve your needs, and that of others in your network
The better you plan and prepare, the more likely you are to succeed
Why is Networking with Executives More Important Now?
Resources are Scarce
Access is Limited
Credibility is in Question
Difficult to Build Relationships at the Senior Executive Level
Rapid Technology Advancement
Fast-Paced Work Environment
Networking Tip: Know Your Objectives
What is your networking objective?
Why is this the most important challenge right now?
What are some past successes and challenges?
Who would be some strategic partners for you?
What are some metrics for success and their timeframe?
Networking Tips:
Your Reputation Matters: Be professional, Be courteous and gracious, Be thankful, Be helpful
Develop a Strategy and a Plan: What would you like to happen? How will you leverage your partners? How will you present your challenges and opportunities in the most attractive way? What individuals or organizations do you need to connect to and what is your plan for getting the introduction?
Follow Through: Plan your work, Work your plan, Be prepared to take advantage of serendipity
Build on Successes: Networking is for life, not just for the objective you set for today
It's Not All About You: Just as important as what's in it for you is what's in it for the other party
Tactics generated by the group:
Conversation Starters - Suggestions for breaking the ice and join a discussion comfortably and professionally
Focus on the event theme/partner/sponsoring organization: What brings you here? How long have you been a member?
Compliment
Direct introduction
Ask a third party to introduce you
Ask questions about the other person or get them talking in other ways
Offer a business card early
Start conversation on news of the day
When entering into an existing conversation:
Ask questions about the topic
Listen and then respond with a relevant comment
Ask if you can join
Offer and ask for business cards
Linda's Bottom Line:
Focus first on the other person. The more you get them talking, the more interesting they think you are.
Focus second on what kind of connection or information could help the other person.
Then focus third on how developing a relationship with this person can help you.
Elevator Pitch Topics - Suggestions for communicating your value-add passionately and flexibly to a wide range of audiences
Practice, but sound natural
Be concise and short
Be memorable
Tell people what you do, what you want, what you're looking for
Make it relevant
Linda's Bottom Line:
Follow this suggested format to make a 2 minute, 30 second and 10 second introduction
For _____ (target customer)
Who ____ (the need or opportunity)
The _____ (your product or service)
Is a _______ (product/service category)
That ____________ (statement of key benefits or compelling reason to buy)
Unlike __________ (primary competitive advantage)
Our service _________ (your key differentiator)
Frame your introduction to the needs of your audience and their needs
It's best to hear what the other person does first so that you can frame the discussion and focus on them.
Rapport Building Ideas - Suggestions on how to build deep relationships
Listen
Identify common interests
Sincerity
Empathy
Be knowledgeable
Be helpful
Say what you'll do; do what you say
Make connections to others in your network
Maintain your professional reputation
Communicate your value-add well (see elevator pitch)
Linda's Bottom Line:
It's all about relationships. The business strategy, technology, operations, everything else is secondary. Act accordingly.
When you network, decide early how deep a relationship you would like to have with each person, but don't cast it in stone. I have five layers of relationships I develop. Your strategy on relationship-building from follow that objective.
Nobody's perfect, if you've botched a relationship, work to repair it. If you relegated someone earlier as a superficial relationship and they turn out to be someone different in a positive way, you always have the opportunity to deepen the relationship.
Never burn bridges.
Disengaging Professionally - Suggestions for disengaging a discussion during an event
Diversion
Focus on doing one thing for the other person
Summarize the conversation
Say that you'll follow up (and do so if you say you will!)
Address their immediate needs
Linda's Bottom Line:
During networking events, people generally expect to 'circulate'. Don't feel bad when you need to do that.
Always be professional and respectful. The other person may not be someone you want in your network now, but people change.
Following Up - Suggestions on how to efficiently and effectively follow up
This is rapport, part 2
Follow up quickly and effectively; using templates help
Most people don't follow up. You stand out when you do, and you're more likely to get a positive response even months later if you follow up immediately following an event
Creating marketing materials like web site, blog, etc., will help you efficiently follow up
Linda's Bottom Line:
Always follow up, unless you consciously choose not to
Prepare your materials ahead of time to ensure efficient follow-up
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You have our permission to forward the link to this page to others, or to copy and send excerpts of the notes to others, provided that they are INTACT, and provided there is proper acknowledgement for our speakers and to FountainBlue.