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by Rick Baker
On Jun 19, 2010
The purpose of this blog series is to develop a framework for best-practice people networking. That is, to provide those interested in succeeding at people networking with a guide…a guide to help them.
Not only are we trying to develop the How To Network framework, but we are doing it in a collaborative way. Business associates - LinkedIn friends - are sharing thoughts and exchanging input. This blog series presents some of the details of our idea exchanges. The full set of interactions can be found at LinkedIn.
Prior blogs can be found at these links [ #1, #2, #3, #4].
At the Blog #4, I promised to adjust my definition of Networking and discuss the changes I make.
My first draft of the definition was:
Networking is meeting new people and re-meeting people in a business or social context
My LinkedIn friends felt this was not sufficient. The definition should contain a description of not just ‘what’ networking is by also ‘why’ we do it. We should define the purpose/goal of networking. While my LinkedIn friends had differing views about the purpose/goal of networking there was a common theme. The differences were more about the extent of the purpose than the direction of the purpose.
My LinkedIn friends felt the direction networking should take is delivering value. The purpose/goal should be to deliver value. My LinkedIn friends had strong views about making sure the value was given or exchanged rather than just taken. Some strongly felt giving value without expecting to receive value was the right starting mindset.
My LinkedIn friends had differing views about the extent value must be delivered. At one extreme, successful networking could be as small as helping the other person smile. At the other extreme, successful networking could be as large as building a life-long relationship, a two-way commitment based on trust with an ongoing sharing of value.
I believe a one-way delivery of value to others could be sustainable for life. I mean, as long as we accept success happens when we deliver a small value to others there is no reason why we cannot keep delivering small value to others when they do not reciprocate. For example, we can smile at others every time we see them even if they never let us know they receive value.
My original definition did not attempt to incorporate success. I was trying to define networking in as simple terms as possible. I agree with my LinkedIn friends: in business we should not just do things, we should have some purpose behind the things we do.
So, on behalf of our group of LinkedIn friends, I have added ‘purpose/goal’ words to our 2nd draft definition, to ensure people know successful networking is about delivering value. However, we have not attempted to set limits on the extent delivering value must happen. If the delivery of value is as small as trying to help another person smile then that is successful networking. If much more happens and the exchange of value is as large as life-long shared commitments and value exchange then that, of course, is successful networking too.
Here is 2nd draft of the definition - Successful Networking:
Successful Networking is meeting new people and re-meeting people in a business or social context with the purpose of delivering and receiving value
by Rick Baker
On Jun 17, 2010
Recently, I was chatting with a business friend and he felt family businesses had better values than other businesses. To be more specific, we were discussing bait-and-switch and other deceptive marketing tactics employed by some businesses. My friend made the point his family business does not engage in that sort of marketing.
That got me thinking.
My family company is a member of our community’s Centre For Family Business [CFFB]. www.cffb.ca
Every month the CFFB members meet, have breakfast, network, enjoy a family business presentation, and receive education from an expert. The 3-hour sessions, which I spend with my son Jack, are my favourite business experiences. So, I look forward to the sessions.
Now that I have relayed my pro-CFFB thinking, I suppose I may be a little biased…favouring family businesses?
Regardless, I am wondering if family businesses have better values than other businesses. Could family businesses serve as ‘role models’ and ‘mentors’, helping other businesses create and sustain better values?
The question is important to me because I believe Values are the starting point for business success. I mean Personal Values.
I believe business success follows a path like this:
Values ► Culture ► Communication ► Value
V-C-C-V
Where:
Values = the personal Values of the Leaders of the business
Culture = the business Culture the Leaders of the business demand/accept
Communication = how well the business Leaders communicate the Culture
Value = the Value the business delivers to one and all, but especially to its Clients
Again - I am wondering if family businesses have better Values than other businesses.
I am going to give that more thought.
More on family business values in future blogs…
by Rick Baker
On Jun 15, 2010
People ask me how they should go about comparing themselves against their competition.
Should we hand out those lists comparing features and benefits, illustrating item-by-item how our stuff stacks up against the stuff our competition sells?
Should we badmouth our competition, badmouth the people, badmouth the products, and services, and badmouth the company?
My quick answers are:
- I think badmouthing the competition is worse than a total waste of time…it is a backward step in the marketing and sales interaction
- I don’t see much merit in comparing head-to-head against the competition…these comparisons are better placed when in the hands of unbiased third parties [journalists and mavens]
Don’t Badmouth Competitors :
Buyers are assaulted over and over again with this. Often, it is more subtle than blatant. But, few sales people can totally refrain from taking shots at their competition. Some do it more than others. Almost all do it sooner or later. So, this is one area where sales people can differentiate themselves in a positive way. I will not get into arguments of a psychological nature...ie, that negative messages breed negative thinking in buyers’ minds and that negativity blankets the interaction…etc. While that is likely true, I think the differentiation opportunity alone is good reason enough.
There are better ways than comparing head-to-head against Competitors:
If we ask our clients and probable future clients to confirm [that is, prove to us] the important factors and we then create accurate comparisons of the factors – ours versus our competitors’ – then perhaps this can be of some marketing/sales value. Regardless, there are at least 2 better ways to illustrate the advantages you enjoy over your competition.
They are:
- Become acknowledged as leading experts in your market sector…that is, employ a strategy of market pre-eminence [branding]
- Have independent 3rd-party mavens trumpet the strengths and values of the things you create and sell
While these things take time they yield huge future value.
More details to follow in future blogs…
by Rick Baker
On Jun 13, 2010
Recently, I posted 3 blogs about ' People Networking' [ #1, #2, #3].
After posting the blogs, I asked some LinkedIn friends to look at the blogs and provide their feedback about what I had written and provide input about what they thought I ought to write next.
I notice a few readers 'rated' these blogs…and, overall, they were rated rather low. [I have dealt with that as best I can by (1) committing to improve my writing and by (2) recommending to some other friends they should use my blogs as a remedy for their insomnia.]
Back to People Networking…
First: to my LinkedIn friends who provided their thoughts to help me and others…Thank You!
Here is a summary of the LinkedIn-friends feedback I received about People Networking:
- I agree with your analysis of the two extremes of networking. When I began networking, I definitely fell into the latter group, i.e. the ones who go into a shell. You don't mention the third type of networker, i.e. the one who actually knows how to network, but I assume you will cover that in future instalments.
I don't necessarily disagree with the inner-directed questions to ask yourself, but I'm not sure it's the best place to start. For one thing, when it comes to the first type of networker who grabs everyone to explain to them why they should be clients, many of them would give themselves a 10 as networkers, even if they are really a 2. The self-assessment won't work, in other words, if you don't first know what a good networker does.
For me, my turnaround came when I realized that networking is not about what you can do for me. It's about what I can do for you. As soon as I changed to an outer-directed focus, I came out of my shell. There was nothing to cringe about if I focused on how I can help the other guy.
- Yes I agree but I think it is deeper than that.
You concluded: "Networking is meeting new people and re-meeting people in a business or social context."
I would extend that beyond "meeting" to "developing a relationship with". A relationship can be, as you said, both social and business, but it goes beyond meeting which is often one-way (you introducing yourself to them) to a two-way commitment where you learn more about each other and start looking for ways to add value to each other. This builds trust over time - which from my perspective is the ultimate goal of networking. Once trust is established, an opportunity may present itself.
- Great way to drive traffic!
- I agree with your description of the two extremes of networking, the proverbial shrinking violets on the one hand and the gregariousness personified on the other hand. As a former shrinking violet, what works for me is to understand that effective networking starts and ends with providing value. It's not about me, it's about what can I do for someone, something, the world. Doing this consistently establishes credibility and provides the basis for a productive relationship that engenders trust. For me, meeting and re-meeting people in a business or social context is not a satisfactory goal, it is only a tool. The goal of networking, for me, is to develop relationships based on providing mutual value.
- I'm not sure I agree with your definition of networking. Simply making and remaking contacts doesn't really add value. A network consists of a series of connections. The stronger those connects the better the network.
In your example you explain that networking starts by looking at your own personality and development. I don't think that's where people should start. I think people should network with the intent of helping the other person. Help them smile, help them learn something, help them meet someone that is better able to help them. I would much rather network with someone that is more interested in what other people have to say than someone that knows how to nod at the appropriate time.
In business I work on a simple axiom - people buy from people. Regardless of whether it is offline or online the idea of helping others will take you much further than polishing your presentation skills.
This confirms:
- My LinkedIn friends who provided feedback understand others have a wide range of ways of approaching networking: some are shrinking violets, some are gregariousness personified, some people think they are excellent at networking when really they are not, and some other folks are excellent at networking.
- The friends who provided feedback think my definition 'Networking is meeting new people and re-meeting people in a business or social context' is not sufficient because it does not capture the goal/intent of networking. My friends believe the goal/intent of networking is
- helping the other person and/or helping the other person smile and/or
- providing value and/or
- it's not about me, it's about what can I do for someone else and/or
- adding value and/or
- making strong connections and/or
- developing relationships based on providing mutual value and/or
- even more than building relationships it is growing a two-way commitment and building trust over time
- My friends who provided feedback had differing views about my statement regarding the starting point. I had stated:
So, the first Networking step is spending some time thinking about oneself:
- What are my interpersonal strengths?
- What are my interpersonal weaknesses?
- Have I educated myself and learned enough about 21st Century networking?
- What do the results of my past-actions tell me about my networking skills?
- On a scale of 1-to-10, how do I rate my networking talent?
Overall, it seems the friends who provided feedback are at least a little uncomfortable with the starting point I suggested.
So, in my next blog in this series - blog #5 - I will make [and discuss] some adjustments to my definition of People Networking and I will revisit 'the starting point'. In the meantime, if you have any suggestions about these things then please let me know.
by Rick Baker
On Jun 10, 2010
Too busy to be great at what you do?
Are you really busy at work?
Too busy?
Are you too busy to be great at what you do?
If you feel that way once in a while then that’s to be expected…that’s not a problem.
If you feel you are too busy most of the time then that is a problem…not good for you, not good for your employer.
If you feel you are too busy most of the time then you have some choices:
- Keep doing what you are doing and hope the feeling goes away
[the ‘procrastination’ option]
- Quit and get a new job
[the ‘change my job’ option]
- Change the way you go about your job so the feeling goes away permanently
[the ‘change the way I work’ option]
Most people make an effort to change the way they work. They make changes like working extra hours, taking a time-management course, reading a self-help book, asking others for advice, etc. But, more often than not their effort to change the way they work is short-lived and they move into the procrastination mode. They feel overworked yet they continue and carry on.
Sometimes people who feel they overwork but underperform free up enough time to find a new job. Other times their employers pave the path for that by terminating their employment.
Question: how many people do you know who felt overworked [while underperforming], made some changes in the way they went about their business, and lived happily ever after? I mean, how many people made permanent changes for the better?
I have ideas. We should compare notes on this and create a list of How To strategies and tactics.
Things You Can Do To Overcome The Feeling You Are Too Busy To Be Great At Your Job:
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Five to ten suggestions ought to give people a good start at it…
by Rick Baker
On Jun 8, 2010
Huge numbers of people are hammering away, trying to capture other people's attention and cause them to do this or to do that.
***
Every Thursday someone places on my laneway a plastic bag filled with flyers and other direct sales stuff. I was very glad it didn't snow much last winter. I only choked my snow blower twice with those bags of sales flyers. Now, getting all those jammed-in chunks of paper out of my snow blower was quite a task. Now, I'm hoping it doesn't rain on Thursdays: it is annoying when those flyer bags get all wet and mushy.
Last week I received 5 e-mails promoting an upcoming presentation to be held in Oakville. I guess I could press a button somewhere to unsubscribe from these communications. But, I have decided not to do that. I'm very curious about watching these folks going about their marketing. And, maybe someday I will want to visit Oakville.
Yesterday, I received a note from a friend. The note was part of an exchange we are having about networking (ie, people networking). One phrase caught my attention:
most work environments are about "more" versus "better"
That said, I'm going to cut this blog short...
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Marketing
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