Showing posts with label Networking Tips. Show all posts
Showing posts with label Networking Tips. Show all posts

What Is Networking?




To Colleagues,

In a recent conversation with a coaching client, they asked me about my networking style/practice. I shared the following from the book Networking Magic authored by Rick Frishman and Jill Lublin. This has been the basis of my approach to networking for many years. Enjoy …

Networking- Have you made it part of your job?

An interesting point was made during my networking group’s recent discussion about how to stay in touch with people in our network. As I was offering some techniques I personally use to stay in touch with my network, someone blurted out: “But that’s your job!”. Her point was that as a coach, it was my job to keep in touch with people that could assist my clients, it was my job to stay in touch with people that could provide industry insight, and it was my job to stay connected. I think you can catch the drift here. Others in the room began to giggle a bit and someone else retorted: “Networking is a part of all of our jobs!”





To many, networking has been viewed as a mandatory activity for sales people but perhaps as an extracurricular option for others, or an activity only to be pursued when a person is in between jobs. Somewhere the paradigm has shifted and many people now recognize it has become a mandatory part of everyday life for anyone in the workplace. Others have jumped on the social media bandwagon believing that “exposure” is the answer to unemployment or career development. Exposure isn’t the entire answer. Networking for effective results is really not that simple.

Social networking has prompted the medium for getting connected, but there is still a need for coaching around the concepts of why we need to be connected and how to develop or nurture new or existing relationships. Using social media to build exposure is one approach. But simple exposure does not develop relationships and does not develop trust. Relationships develop over time, not with a click and a connection. Developing relationships requires an awareness of a purpose and having an objective, followed by thoughtful communications that will support that objective.

It seems many jobseekers are under the impression that having mass visibility will not only get them a job, but that they will also automatically be happy with it. My assessment is that much like the rush to use career databases to post resumes years ago, the mad rush to use social networking sites to build visibility with the assumption that a passive approach leads to “happy ever after”, is just as unrealistic. Vast exposure with no plan or strategy is no more effective in developing rewarding results than the popular method of shot-gunning 500 resumes to random businesses was in the ‘70’s and ‘80’s.

The belief that visibility is the answer is misguided, as it is only a piece of the puzzle. Visibility means others can find you. It doesn’t mean that you will be prepared for the conversation when it is initiated, or that you will have the faintest idea of what you might be getting into when invited to interview with a company you may not have heard of an hour before the contact. Social networking can be a recruiter’s dream; easy access to more and more candidates. Conversely, the candidates that are contacted are at the mercy of the person reaching them. They are more likely to be caught off guard, unaware, unprepared and put in a position to act on something they had not enough time or information about to consider a reasonable approach. Flattering? Perhaps. Productive? Not necessarily. Certainly not as much as one would hope for.

There is a connection between the “job” of staying in touch with your network and making yourself visible through social networks. It is important to ensure your visibility creates the kinds of opportunities that are consistent with your goals. And, that your visibility is supported by the strength of your trusted relationships. By staying in touch with people that are able to share insight about your areas of interest, you are much more likely to have some semblance of composure or clear context the next time you are randomly contacted by an unknown recruiter.


Posted by Sherri Edwards - Money Wise Women

Everyone Knows Most Jobs are Gotten Through Networking But Do You Know How to Network?


Everyone Knows Most Jobs are Gotten Through Networking

Kim Mohiuddin, president of both MovinOnUpRésumés.com and Authentic Executive Careers, offers networking tips for those intimidated by the idea of networking.



Let’s start with the definition of networking. What exactly does it mean?

The term networking itself can be intimidating. It sounds like something from The Matrix. It just means cultivating relationships. That looks different for everyone. One person might go to weekly business breakfasts while another might make connections on the tennis court.

Once you’ve made the connections, it’s important to cultivate the relationships. It’s better to have a small network of people who you can really keep in touch with and know well enough to help than to have a huge list of people you can’t remember. The people in your network should be able to advocate for you and vice versa.

Why is networking so important?

Networking is critical to the job seeker because most jobs are found through networking. Some studies report that 90 percent of jobs are won through networking. A hiring manager in this market is likely looking at hundreds of résumés for one open position. It’s overwhelming. They’re much more likely to pay attention to the person who’s been referred. It’s more of a known quantity for them and also a way to save time, to quickly get to a candidate who will likely be a match.

Can you give me some specific examples where networking has paid off?

One client was recently offered a chief financial officer position. He saw the open position and used LinkedIn (this is an amazing tool... every job seeker should be on it) to discover that a recruiter in his network was connected to another executive at the company. He got a personal introduction and the interview cycle was very short for a C-level executive.

Another client landed the position of logistics manager. He noticed that a local company was setting up manufacturing operations in Mexico. He had a great deal of experience with optimizing this kind of set-up. So he used LinkedIn to find a connection of a connection who worked in the company.

Most of my clients are executives, but this really works at any level. A customer service agent or store clerk who sees a “Coming Soon” sign for a new business can ask around for an introduction.

For some people, the very idea of talking to strangers makes them nervous. What do you say to them?

For those who are genuinely nervous about talking to new people, start in environments in which you’re comfortable. This could mean an online environment like LinkedIn where you don’t have to talk in real time (you can meet lots of new people by joining professional groups) or volunteering for something you’re passionate about. If you’re an introvert, a great resource is The Successful Introvert by Wendy Gelberg.

But even normally extroverted people can be thwarted by the false idea that they are supposed to “sell” themselves or ask for something from their network. That fear is allayed by remembering to come from a place of giving, of being interested in and ready to help the other. Ask about them. What are they most interested in? What gets them excited? How can you help them? It’s natural for the other person to offer their help and support as well, or to be open when you approach them later.

What are some baby steps one can take?

Get a LinkedIn account or start using that existing one that’s been ignored. I’m on LinkedIn, Now What? by Jason Alba will show you the ropes.

Create a “board of directors” for your job search. These are hired experts or just people who know you well and can help in areas from cheer leading to résumé writing. A nice resource for getting your close confidants on one page and keeping them updated on your search so they can help is a free account at startwire.com (full disclosure, I served on their advisory board during their beta phase).

Make a list of everyone you know. Do they all know how they can help you? Consider calling them or crafting an email letting them know how they could help. You’ll want to share your specific job target and also give them a one- or two-sentence summary of why you offer value. This is to make it easy for them to talk about you. The easier you make it for people to help, the more likely they are to do it.

Are there different channels/types of networking that are best for reserved people?

Networking online, like through LinkedIn or Facebook.

Networking around shared interests. This could be volunteer work, a professional organization, or a hobby.

If you are going to an event, try arriving exactly on time. Usually there are fewer people if you get there early, and that is often an easier way for reserved people to interface.

How about follow-up steps or channels, once they become more comfortable?

Most online networking has to become real-world at some point. One-on-one meetings or lunches are good. There’s not the perceived pressure to “perform” as there can be at a group event.

The follow-up is more about cultivating the relationships you’ve built. Look for ways to help your network by sharing information or contacts with them. If you are short on time, focusing networking activities around your professional field helps because you can, for example, share the same useful news article with all of your network. You’ve helped a lot of people with one idea.

In addition to giving (and in conjunction with it,) update your connections on how things are going for you (always be positive) and how they can help.

Do you have any additional conversational tricks for once a person gets “out there?”

Just come from a place of genuine interest in other people, and things will flow naturally.

It is good to be prepared with a response when people ask what you do. Rather than launching into a canned speech, ask a question that will allow the person to be http://www.blogger.com/img/blank.gifinvested in what you do. So, if you are an X-ray tech and someone asks what you do, answer with a question like, “Have you or your loved one ever broken a bone?” The answer for almost everyone would be something like, “Yes, my daughter had her wrist in a cast for three months last year.” They might even tell a story about how it happened. Now, when you explain that you’re the person who takes the X-rays when people are injured, they are personally involved in what you have to say.

Tip: if people raise their eyebrows when you tell them what you do, they are excited about it and interested. If they knit their eyebrows, they don’t get it. Practice your elevator question with friends until you get raised eyebrows


By Elizabeth Salaam | www.sandiegoreader.com

Smart Leaders Encourage Intrapreneurship in a Culture of Innovation





Many companies hire talented people to “think like entrepreneurs,” but few offer workplace cultures that provide creative thinkers the reins to generate innovative ideas.

Leaders at those companies focus disproportionately higher on financial performance and outdated, inflexible processes than on innovation. They lose sight that hiring, nurturing, and rewarding intrapreneurial talent is the cornerstone for success, and I dare say, survival in today’s unsteady business climate.

In a series of 2010 global surveys among 263 top entrepreneurs and industry leaders, Ernst & Young found that 82 percent of the respondents “agreed strongly that the ability to innovate was critical to the growth of their organizations.” For many of these leaders, the study shows, supporting internal innovation is what drives their company’s competitive edge and ability to sustain growth.

Why don’t business leaders get it?
Still, few leaders understand the value of intrapreneurs. Companies that slip into stagnation and remain bogged down with inflexibility lose market share because of a lack of innovation. As a result, they often find their board of directors seeking CEO replacements and top intrapreneurs jumping ship for more progressive employers.

Read: Five Reasons Why CEOs Don’t Get Innovation, by intrapreneur consultant Stefan Lindegaard.

John Heaney
, a Cleveland-based brand strategist and self-proclaimed innovation agent, reports that less than 9% of companies polled in a National Science Foundation survey engaged in product or process innovation from 2006 – 2009. To create cultures of innovation Heaney suggests that leaders need to:

* Inspire employees “to perform heroic feats” with a clear corporate vision,

* Challenge innovators “to create new solutions to problems that other companies are unwilling or unable to address,” and,

* Encourage employees “to test new ideas despite the certainty that . . . projects will inevitably lead to some failures.”


Give intrapreneurs structure to explore
Leaders who encourage intrapreneurial mindsets must build a workplace environment where it’s safe to share ideas, test them, and perhaps let them fail. While no less passionate and creative than entrepreneurs, intrapreneurs perform best when they have a structured framework in which to explore ideas. This requires setting up clear guidelines defined by the company’s mission. Some senior managers draft playbooks or other kinds of published instructions that give direction for employees to develop, test, and implement new products.

3M Company is well renowned for its “bootlegging” policy that allows employees 15 percent of their time at work to develop pet projects. In the mid-1970s, 3M researchers, Spenser Silver and Art Fry, stumbled onto the idea of applying Silver’s semi-sticky adhesive to a piece of paper to serve as a bookmark. Since then, Post-It notes have stuck to countless surfaces in innumerable applications.

At Google, former CEO Eric Schmidt initiated the 70/20/10 time and resources model for managing innovation. Employees spend 70 percent of their time and resources on their core business, 20 percent on related ideas, and 10 percent on unrelated new businesses. This model has served Google for ten years and will continue to do so, as cited in this Strategic Business Shifts (BizShifts) blog.

Follow through on innovation policies and promises
It’s one thing to give lip service about encouraging innovative thinking in your company. It’s quite another to follow through on your promises to intrapreneurs. They need to feel confident that you’ll reward them for their ideas, and that you won’t punish them for failures.

In PricewaterhouseCoopers’ PwC Innovation blog, Chief Innovation Officer Sheldon Laube spells out the many ways companies can recognize and reward employees for implemented ideas. Laube suggests that leaders evaluate cash rewards for effectiveness and fairness. He also mentions alternative types of recognition, including certificates, medals, and personalized communication from senior leaders.

Culture of innovation encapsulated
A producer of corporate television, I’m big on news-style interviews with sharp executives. In this ten-minute YouTube video, Paul Michelman, executive editor at Harvard Business Publishing, interviews David Kester, chief executive at Design Council in the U.K. I encourage you to watch it. Kester shares his views on shaping a culture of innovation, touching on why:

* Leaders create an atmosphere of openness and allow creativity to flourish.

* Leaders manage innovation through “habits,” or disciplined processes throughout HR, finance, and governance for understanding problems and how to solve them.

* Leaders must constantly communicate how the market changes, which requires employees’ innovation in mounting responses to it.

* Everyone needs to understand the consumer’s viewpoint when coming up with solutions to needs and problems.

More to come . . .
Watch for upcoming articles that focus on specific examples of intapreneurship in practice. If you wish to share an example of intrapreneurship that positively affected the bottom line or bettered customers’ experiences, please send it along.
Karen A. Meek is a senior communications strategist in Seattle, Washington.

How to Network: 12 Tips for Shy People

Schmoozing is a trial for shy people, but armed with these common-sense tips they can increase their networking mojo.


CIO — Networking is the key to success in business, says Keith Ferrazzi, business coach and author of Never Eat Alone, a book about the power of relationship building and networking. It helps you find jobs, recruit talent, win new customers and discover investors who'll support your ideas.

But networking is a trial for shy people—geeks especially. They view it as insincere at best, manipulative at worst. They eschew networking for a variety of reasons including lack of confidence, fear of rejection and a sense of unworthiness.

If they could just relate to others more easily, if they just possessed more self-confidence and weren't such self-conscious wallflowers, the world would be their oyster, and schmoozing would be so much easier.

It is possible for shrinking violets and shy guys to master the skill of networking. They just have to realize, says Ferrazzi, that successful networking is all about building intimate, sincere relationships based on mutual generosity, not duplicity, and that they can't achieve their career goals on their own. They have to network their way to success.

If you're struggling to meet new people, here's some common-sense advice for increasing your networking mojo.

Start Small
If the idea of approaching people you don't know intimidates you, begin your networking efforts by seeking out familiar faces, such as relatives and friends.

"You can do a significant amount of valuable networking without ever having to make a cold call," says Lynne Sarikas, the director of Northeastern University's MBA Career Center. "Starting with a known [contact] instead of an unknown demystifies the [networking] process and helps get a shy person over the hurdle." A series of successful conversations will make you more confident in the process, Sarikas adds.


A logical next step after talking with friends and family is to pursue individuals who graduated from your college. Your alumni network can be a gold mine of connections, says Sarikas. It exists for the purpose of networking, so contacting an alum out of the blue shouldn't feel like a cold call. After all, they joined the network to make and take such calls.

Stop Apologizing
Introverts and inexperienced networkers often apologize when asking for an individual's help because they see networking as an imposition, not as an exercise in relationship building, says Sarikas.

"They feel like they're asking someone to do them a favor. They don't think they're worth someone else's time so they're apologizing for it," she says.

Apologizing merely demonstrates your lack of professionalism and confidence. It's also annoying and juvenile. You don't have to apologize for asking for help. You don't have to apologize for wanting to learn more about the individual with whom you're networking. One day you may be able to help her out.

Tap into Your Primal Instincts
"Humans are hard-wired as communal, tribal animals, so the shy person isn't shy by nature," says Ferrazzi. "They are shy by design. Something happened to them to make them want to recoil."

Sometimes, when an introvert hears that he's not inherently a loner, that humans are innately social creatures, the realization helps him emerge from his shell of shyness, he says.



Be Yourself
Many introverted professionals think they have to act like an extrovert in networking situations. While you do have to make an effort to be more gregarious than normal, you shouldn't be artificial.

"You don't have to be the schmoozer," says Never Eat Alone's Ferrazzi. The problem with the schmoozer's approach to networking is that he doesn't have the right intent: He's not interested in helping other people—only himself, says Ferrazzi.

"Be the authentic, aw-shucks, humble, shy person you are. It can be endearing. Don't try to be something you're not," adds Ferrazzi.

In other words, it's OK if you're a little awkward. Just don't keep apologizing for it.

Tap into Your Passions
Sarikas recommends joining clubs and attending events that relate to an interest or activity you enjoy. If you're a budding oenophile, attend a wine tasting at your local liquor store. Eager reader? Join a book club. Can't get enough of the pigskin? Attend a football game or watch one at a bar.

"Just because you're a technology professional doesn't mean you should only go to technology conferences to network," says Sarikas. "That person sitting in front of you [at the ball game] might have a job you always dreamed about or work in a company that you want to get into. You could sit behind them the whole season and never know that unless you initiate a conversation."

The advantage of engaging in activities you enjoy with other people is that it makes conversation so much easier. So while you're analyzing the cabernet's nose, discussing the plot of A Thousand Splendid Suns or sharing game stats, ask the person with whom you're chatting for her name and about her work. There's no reason not to do so if you're having an amiable conversation.

Attending gatherings where you feel comfortable helps you put your best foot forward, says Debra Feldman, an executive talent agent and job search expert. "Avoid situations where you might be stressed, rushed or distracted from your networking mission," she adds.

If you do find yourself in a room full of strangers at a technology conference or party, Ferrazzi recommends going straight to the stuff that interests you. "When you talk about things you're passionate about, you will light up and appear more engaging," he says. "You don't have to find a shared interest [to connect with others]. You just have to share your interests." So be sure to ask the people around you what they do in their spare time.


Ask for Introductions
Peter Handal, Dale Carnegie & Associates' chairman, CEO and president, notes that shy people attending conferences tend to find one person with whom they spend all their time for the duration of the event.

Although settling in with one person may be more comfortable for the introvert than introducing himself to lots of new people, says Handal, it defeats the purpose of networking.

He recommends that the shy person ask his new buddy if the new buddy knows anyone else and if the new buddy could make some introductions on his behalf. "That's a nice soft way for people at the shy end of the spectrum to meet others," says Handal.

Be Generous
Sometimes shy people have trouble networking because they don't think they have anything significant, such as a job or a contact, to give back to someone who helped them.

Although networking works best when you do have something to offer, what you offer doesn't have to be a job, says Ferrazzi. Sincere interest in the other person—even flattery—is a form of generosity and goes a long way when you're networking, he says.

"Be authentic, share your passions and help other people feel good about themselves or be successful—that's all you have to do to network," he says.

Be Prepared
If you're afraid you'll freeze up or get tongue-tied in a social setting, prepare yourself in advance. Think of ice-breaker questions you can ask people you meet. If you're attending an event specifically to network your way to a new job, have your personal pitch ready, says Feldman. She also recommends anticipating questions you may be asked, such as why you're looking for a new job, and have clear, concise answers at the ready. "Your delivery has to be attention grabbing to overcome interruptions and compensate for a lack of privacy," she says.

Follow Up
Sharing information—whether a website, article, report or phone number—with new contacts builds your credibility, says Sarikas. So if you promised to e-mail a report to someone you met on the plane, make sure you do that.

"When you do what you've said you were going to do, it gives the other person the impression that you keep your word," she says. If you don't, you're just another schmoozer.

Get Over Your Fear of Rejection
In the course of networking, you'll encounter people who can't or don't want to help you . That's life, says Sarikas. Don't take it personally and don't dwell on it. It's all part of the process.


Take Risks
When you overcome your fear of rejection, it'll be easier to make cold calls and strike up conversations with strangers.

"The person sitting next to you at a banquet or on an airplane may be feeling as uncomfortable as you are and will appreciate you breaking the ice," says Sarikas. "They just might be a fabulous contact for you or know the right person for you to talk to." You just won't know until you try.

See a Shrink
If you can't open up to people, you'll never be able to network. And if you absolutely can not overcome your shyness on your own, Ferrazzi recommends seeing a therapist who can help you understand why you're so shy and give you the tools to change.

"Your ability to be intimate with others is the core of networking," says Ferrazzi. "Shy people know at their core that they're lonely and long for more intimacy. They just don't have the courage and the confidence to achieve it."



By Meridith Levinson
http://www.cio.com

Networking Tips: How to Work a Room

Networking can serve as a valuable strategy for getting a lead on a job, gathering information, or catching the special attention of a company recruiter.
Most of us are not born minglers. Practice and preparation will help you develop the skills it takes to be effective at an Employer Info Session, a Career Fair, or other serendipitous opportunities. As difficult or awkward as it may feel at first, the ability to meet and make a positive, professional impression on people will become ever more important as your career advances and develops. Here are some tips to get you started.

Check your attitude
Many of us are shy or reluctant to approach strangers in new social situations, so understandably it's not always easy to muster the energy to try and connect with people at networking events. That's why it's key to get mentally geared up before you even show up. Because your attitude often guides your behavior, you must overcome any negative self-talk that could hinder you from reaching out to others. Do these outlooks sound familiar?

•"Why should I bother trying to impress this person? I'm only one of a hundred students this recruiter is going to see today."
•"I don't think I know enough to engage the company reps in an intelligent conversation."
•"I've never really been good at meeting people. That's just my personality."
Such negative thoughts prevent you from pushing past any social roadblocks standing in your way. The truth is that many, if not most, people have similar thoughts in group situations and are just as hesitant to initiate conversations. But if you change your attitude from negative to positive, you can instead take the lead. Remember:

•People enjoy talking about themselves. Ask them questions to get them started.
•People feel flattered when you show an interest in them and their work/organization. And they will reciprocate your demonstrations of sincere interest.
•You have more to offer others than you might think; just believe it.
Redefine what it means to interact with "strangers"
When you join a new student organization or club, you share certain interests with the members. When you go to a party, you run into people you've seen in class or around your dorm. A networking event is not really all that different if you view it as an occasion to find what you have in common with other people there. Commonalities help "strangers" connect more easily.

•Take the initiative to approach others, introduce yourself, and share a piece of information that could reveal the common thread you share with them.
•During conversations, listen carefully to discover shared interests or goals.
•Use your shared background or interests as the basis for sustaining conversations.
Prepare and practice your self-introduction
To avoid being tongue-tied when you try to start a conversation with someone you don't know, prepare a self-introduction that is clear, interesting, and well delivered. What you say about yourself will depend on the nature of the event, but in any case, it shouldn't take longer than 8-10 seconds. Although practicing your introduction might at first seem silly and artificial, it will eventually help you make an introduction that sounds natural, confident, and smooth. Here are a few examples:

•"Hi, my name is Catherine Lee. I'm glad to have this chance to meet you and learn how a psychology major can break into the pharmaceutical industry." [Employer Information Session]
•"Good morning, I'm Bryan Sampson, a former summer intern at your Los Angeles branch." [Career Fair]
•"Hello, my name is Jessica Garcia. I'm a junior rhetoric major looking to find out what it's like working in public relations and marketing." [Career Speed Dating Event]
Risk rejection - it's not the end of the world
It happens. Some individuals may not respond to your introduction in the way you would like. If that takes place, don't take it personally and just move on. As long as you maintain an outgoing and friendly attitude, you can plan for continued networking success by:

•Identifying the goals you want to achieve at the networking event before you go (e.g., to learn more about a career, to develop internship leads, etc.)
•Keeping a healthy sense of humor.
•Treating everyone as you would want to be treated. Aside from being the courteous thing to do, you don't know who might be helpful to you in the future.
And last, but not least, don't forget how important it is for you to physically move around and about when you're at a networking event. You can't work a room when you're sitting down! So get in there and show them what you've got.


Networking and Informational Interviewing
Tips to Get the Most Out of Career Fairs
@cal Career Network
Job & Internship Guide

UC Berkeley Career Center

WHAT IS NETWORKING?

network / nétwerk n. & v. a group of people who exchange information, contacts, and experience for professional or social purposes. (The Oxford Dictionary)


Ask ten different people what networking is and you may get as many as ten different answers. A person's definition of networking probably depends upon their use of this important personal and professional activity. However, whether you network to make new friends, find a new job, develop your current career, explore new career options, obtain referrals or sales leads, or simply to broaden your professional horizons, it is important to focus on networking as an exchange of information, contacts or experience.


In any industry or career level networking helps you make connections in a personal way and build relationships of support and respect to discover and create mutual benefits. It is a skill set no serious professional woman of the 21st Century can be without.



NETWORKING "HOW TO'S"

· Start with a purpose. It does you no good to attend any networking function unless you define your objectives to know why you are there.

· The name tag is worn on the right side to provide an easy sight-line to your name when shaking hands.

· Have an effective handshake. This may appear obvious, but you have probably been on the receiving end of at least one "bone-crusher" and one "limp fish." Practice your handshake to avoid giving one of those yourself!

· Be sure to introduce yourself!

1. Say your name clearly. "Hello, my name is Juanita Curtiz. It's a pleasure to meet you."

2. Shake hands.

3. Use an "elevator" speech: describe who you are or what you do in ten seconds or less.

4. When appropriate, offer a business card, and ask the other person for one of his or hers. Sometimes, it is more appropriate to exchange business cards only when you depart from one another.

· Once the event is over, your networking doesn't stop! Be sure to follow up with those you've met, keep in contact, share information and offer to help in any way you can.

· Be sure to send a written acknowledgement or "Thank You" note to your networking contacts.



TIPS FOR WORKING A ROOM

In many networking events, you will find yourself with time to "mingle" among the other attendees before the formal program begins. It may be beneficial for you to spend some time planning and preparing how you will "work the room" to get the most from your efforts.


· Start with small talk.

· Don't stay too long in one place. After eight to ten minutes, excuse yourself with a pleasantry such as, "It was nice meeting you ... "

· Let preparation and practice be your guide. Spend some time planning your conversation generators.



TIPS FOR WORKING A TABLE

Many networking events will feature a meal if held during meal time hours. It is crucial to practice good table etiquette to make the best impression.


· Make the introductions. Proceed as if you're the host of the table.

· Sit and listen to learn. Start the conversation by asking questions: why people are there, what they hope to gain, how they found out about the event. Avoid monopolizing the conversation.

· Keep your business cards handy. Do not deal them out impersonally.

· Practice good table etiquette. Let common sense and consideration of others be your guide.



NETWORKING/INFORMATIONAL INTERVIEWS

The informational interview is a tried and true method used to gather information and gain insights when searching for career opportunities and exploring new options. When asking for an informational interview:


· Be clear on your mission. Be honest with people by respecting their time, and don't have a hidden agenda.

· Make sure you have the right person. Sometimes your initial contact can direct you to someone more appropriate to your mission and purpose. Be open to suggestions as to who else you might contact.

· Be prepared and interested. Prepare your personal introduction, and plan your questions. Take notes, and try to keep the meeting to a half hour.

· Always send a "Thank You" note!



CONCLUSION

Networking can be a fun and easy way to enrich your life, broaden your horizons, and enhance your career. But, it can also be potentially devastating if you act rudely, insensitively, or ignore the needs and desires of others. Remember, crucial to your success is that you treat networking as an exchange of ideas, information and experience. You are not selling or simply telling or "sponging" off of others for your own benefit only. Be generous in sharing your talents, experiences, and ideas, and always be respectful of those around you.


Good luck and have fun!




Contributed by Diane Mashia, Patron Member, Rochester Women's Network. Diane Mashia is President and Lead Consultant for Learning Out Loud, a professional development organization dedicated to performance improvement through active participation.



Rochester Women's Network
249 Highland Ave. Suite 200, Rochester, NY 14620
585.271.4182 • Fax: 585.271.7159
E-mail: rwn@rwn.org

Harvey Mackay's Column - The ABCs of networking

The ABCs of networking

By Harvey Mackay

If I had to name the single characteristic shared by all the truly successful people I've met over a lifetime, I'd say it is the ability to create and nurture a network of contacts. I could lose all my money and all my factories, but leave me my contacts and I'll be back as strong as ever in three to five years. Networking is that important.

The alphabet is a great place to start as you build your network -- organize your contacts from A to Z. I've written two other ABC columns -- the ABCs of selling and the ABCs of teamwork. Now it's time for the ABCs of networking:
A is for antennae, which should be up every waking moment. Never pass up an opportunity to meet new people.
B is for birthdays. It's always advantageous to know the birthdays of your contacts. You wouldn't believe how much business our sales reps write up when they call on their customers' birthdays.
C is for contact management system. Have your data organized so that you can cross reference entries and find the information you need quickly.
D is for Dig Your Well Before You're Thirsty, my networking book.
E is for exchange and expand. When two people exchange dollar bills, each still has only one dollar. But when two people exchange networks, they each have access to two networks.
F is for Facebook and all other social media. These sites open unlimited possibilities for networking. Use them wisely.
G is for gatekeeper. There usually is a trusted assistant trained to block or grant your access. Don't waste their time, and make sure you acknowledge their significant role in reaching the boss.
H is for hearing. Make note of news you hear affecting someone in your network so you can reference it at the appropriate time.
I is for information. You can't (and shouldn't) talk about business all the time. Learn everything you can about your contacts' families, pets, hobbies and interests. Humanize your approach.
J is for job security, which you will always have if you develop a good network.
K is for keeping in touch. If your network is going to work, you have to stay plugged in and keep the wires humming.
L is for lessons. The first real networking school I signed up for after I graduated from college was Toastmasters. Dale Carnegie schools are designed to achieve similar goals.
M is for mentors. In the best of all possible worlds, your role models can become your mentors, helping you, advising you, guiding you, even lending you their network as you build your own.
N is for a network of contacts. A network can enrich your life.
O is for outgoing. Be the first to introduce yourself, lend a hand, or send congratulations for a job well done.
P is for people. You have to love people to be a good networker.
Q is for quality. A large network is worthless unless the people in it can be counted on to answer in an emergency at 2 a.m.
R is for Reciprocity. You give; you get. You no give; you no get. If you only do business with people you know and like, you won't be in business very long.
S is for six degrees of separation, the thought that there is a chain of no more than six people that link every person. Someone you know knows someone who knows someone you want to know.
T is for telephone. Landline, cell, internet -- this is a critical tool for staying in touch with your network.
U is for urgency. Don't be slow to answer the call, even if you never expect to have your effort repaid.
V is for visibility. You've got to get involved in organizations and groups to get connected, but don't confuse visibility with credibility. You have to give in order to get.
W is not only for whom you know, but also for who knows you?
X is for the extra mile. Your network contacts will go the extra mile for you, and you must be willing to do the same for them.
Y is for yearly check-in. Find a way, even if it's just a holiday card, to stay in touch.
Z is for zip code -- do you have plenty represented in your network?

Mackay's Moral: You don't have to know everything as long as you know the people who do.

10 Reasons Why Your Network is Your Biggest Asset

By Steve Tobak |


10 Reasons Why Your Network is Your Biggest Asset:

What’s a senior executive’s biggest asset? Most would say it’s their network. Not their social network, their real network. Ten thousand Twitter followers or Facebook fans aren’t worth ten solid network relationships to an executive.

Not that social media isn’t one way to make those contacts, but they’re only effective if and when they become real relationships. That means someone you can call, email, or get together with when you need to, and vice versa.

Vistage International is an organization of senior executives and business leaders with over 14,000 members, worldwide. One of the top reasons people sign up? The network.

I’d even go as far as to say that senior-level executives can’t be really successful without a robust network. Sure, they may pull in a decent paycheck, but they won’t rise to the top. If this is news to you and you aspire to be a successful manager or executive, then it’s time to take your head out of the sand and start networking. Here’s what you stand to gain from the effort:









1.Introductions. Whether you’re an entrepreneur in need of venture capital or a marketing VP looking for the best PR firm, you’re more likely to find it through your network than by any other means.

2.Opportunities. Over a 30-year career, most of my major career and business opportunities came from my network. Business associates, friends of friends, casual conversations, business meetings, social events, whatever. But you’ve got to pay attention.

3.Sorting out thorny problems. Anyone who thinks they’ve never met a work problem they can’t resolve has never been a CEO. The problem with problems is that they keep getting escalated until there’s nowhere left to go. The buck has to stop somewhere. And getting a fellow exec to help sort out a monster problem is a big plus.

4.Recruiting. Perhaps the most critical job of any manager is to hire talented people, and the best place to find them is through your network. And not just for direct reports, but also for recommendations on peers, key employees, board members, you name it.

5.Ideas. I don’t know about you, but most of my best ideas come from bouncing them around with like-minded people.

6.Competitive intelligence. It’s a big, hairy global market and smart executives dig for competitive intelligence. Much of that info comes from sales and marketing, but where do you think they get it from? That’s right, their network.

7.Sensitive issues. Top executives often face sensitive issues they can’t discuss with others at the company. Sometimes they just need an outside perspective from another CEO. For example, some of Oracle CEO Larry Ellison’s friends are Apple CEO Steve Jobs and Mark Hurd (when he was CEO of H-P, as well). Makes sense, doesn’t it?
8.Seeing the big market picture. A huge component of any manager’s success is her ability to anticipate significant market changes. While nobody has a crystal ball, if you get enough anecdotal data from enough sources, you can get a pretty good picture of what’s going on.

9.Moral support. Business is full of tradeoffs. Rarely are critical and complex issues black and white. When top execs wrestle with gray issues, it’s nice to be able to pick up the phone for advice and support.

10.You don’t know what you don’t know. While there are exceptions, know-it-alls don’t typically get ahead. Smart managers know what they don’t know and that means they depend very much on comparing notes with others in their network.
Is your network your biggest asset?




The Corner Office
Steve Tobak

The Four Capacities Every Great Leader Needs (and Very Few Have)

BY FC Expert Blogger Tony SchwartzFri


When I was a very young journalist, full of bravado and barely concealed insecurity, Ed Kosner, editor of Newsweek, hired me to do a job I wasn't sure I was capable of doing. Thrown into deep water, I had no choice but to swim. But I also knew he wouldn't let me drown. His confidence buoyed me.

Some years later, I was hired away by Arthur Gelb, the managing editor of The New York Times. This time, I was seduced by Gelb's contagious exuberance about being part of a noble fraternity committed to putting out the world's greatest newspaper.

Over the last dozen years, I've worked with scores of CEOs and senior executives to help them build more engaged, high performance cultures by energizing their employees. Along the way, I've landed on four key capacities that show up, to one degree or another, in the most inspiring leaders I've met.

1. Great leaders recognize strengths in us that we don't always yet fully see in ourselves.

This is precisely what Kosner did with me. He provided belief where I didn't yet have it, and I trusted his judgment more than my own. It's the Pygmalion effect: expectations become self-fulfilling.

Both positive and negative emotions feed on themselves. In the absence of Kosner's confidence, I simply wouldn't have assumed I was ready to write at that level.

Because he seemed so sure I could--he saw better than I did how my ambition and relentlessness would eventually help me prevail--I wasted little energy in corrosive worry and doubt.

Instead, I simply invested myself in getting better, day by day, step by step. Because we can achieve excellent in almost anything we practice with sufficient focus and intention, I did get better, which fed my own confidence and satisfaction, and my willingness to keep pushing myself.

2. Rather than simply trying to get more out of us, great leaders seek to understand and meet our needs, above all a compelling mission beyond our immediate self-interest, or theirs.

Great leaders understand that how they make people feel, day in and day out, has a profound influence on how they perform.

We each have a range of core needs--physical, emotional, mental and spiritual. Great leaders focus on helping their employees meet each of these needs, recognizing that it helps them to perform better and more sustainably.

Arthur Gelb helped my meet not just my emotional need to be valued, but also my spiritual need to be engaged in a mission bigger than my own success. Far too few leaders take the time to figure out what they truly stand for, beyond the bottom line, and why we should feel excited to work for them.

3. Great leaders take the time to clearly define what success looks like, and then empower and trust us to figure out the best way to achieve it.

One of our core needs is for self-expression. One of the most demoralizing and infantilizing experiences at work is to feel micromanaged.

The job of leaders is not to do the work of those they lead, but to serve as Chief Energy Officer -- to free and fuel us to bring the best of ourselves to work every day.

Part of that responsibility is defining, in the clearest possible way, what's expected of us--our concrete deliverables. This is a time-consuming and challenging process, and most leaders I've met do very little of it. When they do it effectively, the next step for leaders is to get out of the way.

That requires trusting that employees will figure out for themselves the best way to get their work done, and that even though they'll take wrong turns and make mistakes, they learn and grow stronger along the way.

4. The best of all leaders--a tiny fraction--have the capacity to embrace their own opposites, most notably vulnerability alongside strength, and confidence balanced by humility.

This capacity is uniquely powerful because all of us struggle, whether we're aware of it or not, with our self worth. We're each vulnerable to believing, at any given moment, that we're not good enough.

Great leaders don't feel the need to be right, or to be perfect, because they've learned to value themselves in spite of shortcomings they freely acknowledge. In turn, they bring this generous spirit to those they lead.

The more leaders make us feel valued, in spite of our imperfections, the less energy we will spend asserting, defending and restoring our value, and the more energy we have available to create value.

All four capacities are grounded in one overarching insight. Great leaders recognize that the best way to get the highest value is to give the highest value.

Reprinted from TonySchwartz.com

Tony Schwartz is President and CEO of The Energy Project, a company that helps individuals and organizations fuel energy, engagement, focus, and productivity by harnessing the science of high performance. Tony's most recent book, The Way We're Working Isn't Working: The Four Forgotten Needs that Energize Great Performance, was published in May 2010 and became an immediate The New York Times and Wall Street Journal bestseller. Follow him on Twitter @TonySchwartz.

5 strategies for a captivating social media conversation

Today's social media environment is nothing new, except of course the scale and speed of conversation. As marketers, we often look at social media as a new media outlet. The core of social is not outbound messaging, instead the value is found in interpersonal communication. So marketers seeking to participate in these conversations need to recognize the parameters of conversation and avoid becoming "chatterers" and instead welcome participants in the conversation.

These five simple strategies can help you get your brand into the social space without becoming a bore:

1.Listen
2.Surround
3.Facilitate
4.Participate
5.Engage
Listen to conversations
One should never forget that we have two ears and one mouth -- therefore we should spend twice as much time listening as we do talking, and the same rule applies to social media. With so much going on in the social space, it's tempting to jump in and start talking, but your audience will very quickly disengage and stop listening to what you have to say. The first criteria of any good conversationalist is listening to others and then adding to the conversation. So how do you listen in the social space? There are a wide variety of tools you can use, but the first step usually starts with search (like many other web interactions). Go to your favorite search engine and type in your company name and you'll get an instant snapshot of what's being said. With many search engines you can now limit your results to a specific social channel (e.g. blog posts) and see what's being said about your company and/or products. Twitter's search tool provides insights into what's being said within their space, and similar search functionality appears in many of the social environments. Once you've become comfortable with the tools, you should probably consider upgrading to a social monitoring service. There are many choices of them out there, each with specific benefits, so I'll avoid making any specific recommendations. One important thing to understand is that even with these tools, social media monitoring (or listening) is a time consuming but very worthwhile effort. Monitoring systems are great tools, but they still need man power to manage and understand the implications of what you find. It's critical you invest not only money, but also the necessary time to be successful.

Surround conversations
Surrounding conversations is a great way to be part of the social space without distracting the conversation. The idea here is to be where the conversations are without taking them over. I liken this approach to the practice of stadium advertising. Whenever you attend a major sports event, you're often inundated with ad messaging throughout the venue. Perhaps it's a few simple signs around the auditorium, or 25 logos plastered on every car driving by. You've inserted your message/branding into an environment where people have come together to share an experience. In the social space, this is typically incorporated as banner or text ads surrounding conversations. By placing ads in this manner, you're letting your audience know you're aware of their interests and what they are doing, but you're not trying to interrupt. In general, you'll have a low response rate to these ads, but it does a tremendous amount to build awareness with relevant audiences.

Facilitate conversations
So what do you do when there aren't conversations that make sense for your product or service? One great option is to provide a venue for the conversation. Much like the liquor companies that sponsor events at spring break, providing a venue for people to engage in conversation can be a great way to establish your brand among your core constituents. Some good examples of this can be found in the blogosphere where corporate and topic-specific blogs have been created and communication is encouraged. For example, in the pet care industry there are several blogs that are "sponsored" by major brands, but they provide a facilitated discussion about pet care, often with a well-respected veterinarian leading the conversation. By providing this type of resource to consumers, the brands are perceived as helpful and benevolent, and this can significantly add to brand loyalty.

Participate in conversations
So here we are at strategy No. 4 and I'm just now getting to the idea of participating in the social space. While this is the first place most brands want to go, it's important to recognize the value the other approaches provide before engaging in this type of effort. Participating in conversations requires dedication and prudence in posting. You don't want to just jump in to any venue and start random postings, you need to have a very focused effort and consider the array of places your audience may be. For example, one major computer manufacturer is closely engaged with one of the online answers sites. When folks post questions about related products, they have a trained staff member post related answers. The answers aren't "salesy" in nature, but instead offer valuable information to consumers. One item of note in this approach is that it's crucial to be fully transparent about your brand affiliation. Don't try to hide behind an anonymous post. Instead be very public about who you are and why you're answering this specific question.

Encourage engagement in conversations
Finally, as any smart marketer knows, the best customer is the engaged customer. Your Facebook fan base (or do we call them "like base" now?) is a highly engaged audience that has publically raised their hand to say they like your products and/or services. Wouldn't you like to do more with this group? There are many approaches to take these audiences to the next level such as offering mailing lists, surveys, or even member events can get your social audience to the next stage of engagement with you.

Social is about conversation. There are a lot of ways to get involved. You need to look at your objectives, overlay these strategies, and determine which tactics will deliver on your goals. One last word of advice: Go back and read Emily Post's etiquette guide on conversation. You'll find some great tips there that still apply and will help make you the person everyone wants to chat with at the cocktail party!

Peter Platt is chief digital officer for Catalyst Direct.

On Twitter? Follow iMedia Connection at @iMediaTweet.

Use Facebook Places to Boost Business and Lift Sales

After the initial buzz dies down, most of the chatter surrounding Facebook Places -- the just-now-released location-based check-in tool -- will likely focus on how it might affect similar social networking tools like Foursquare, Loopt, Gowalla and Whrrl. Oh, there will be some discussion of privacy concerns to be sure, but what will be left out of the equation is any serious talk about how you can use Facebook Places to grow your business.

But I'm getting ahead of myself. A Facebook Place page -- once you've staked your claim on it -- enables your customers to see a map from their iPhone or other mobile device that includes your business (the Place) and a list of their Facebook friends and associates who are currently checked in at your business. It also includes a Friend Activity stream comprised of other friends who have stopped in at the Place at one time or another.

In addition, your Place page can feature information about your business, and you can put up a story about your Place page on your Facebook profile simply by hitting the "Share" button on the page. Place pages differ from Facebook pages and Community pages in that they are only added if your customers decide to "Like" those pages. According to my Facebook contact, Page admins will be able to merge their Place page with their official Page on Facebook.

The bottom line is this: If your goal is to attract attention to your business, Facebook Places is a tool you definitely need in your social networking arsenal. Use the following to make the task of setting up a Place page easier:

1.The first thing you must do as an owner, manager or representative of your business is to verify to Facebook that you are who you say you are. Find the Place on Facebook that you want to claim for your particular business and then click the link that reads, "Is this your business?"


2.You will then be asked to complete a simple verification procedure that will enable you to "claim" your Place as your own. Following this step, Facebook will provide some additional steps in order to create a new Place. You'll be asked to access the application on your iPhone using the new Facebook app, or another web-enabled mobile device. Once you "Check In," you'll be asked to click the "Add" button and then enter a name for the new Place. You'll also be offered the option of providing a description of your business.


3.After that, you can describe what it is you're doing at the new Place and begin tagging Facebook fans and friends. Click "Check In" and you're ready to share your visit. And now that you've got your newly created Place of your own, your friends, customers and the general public can find your Place while perusing Facebook or the Places application.
What you don't want to do is read the above and tell yourself you've got to get around to doing what I suggest someday soon. It's critical, I feel, that you claim your Facebook Place now! It's a lot like claim jumping in the Old West. By staking your Place now, you and only you can control its physical address, hours of operation, detailed contact information, profile image, administrators and more.

At this stage of the game, it's way too early to determine the ultimate value that using Facebook Places can have on your business. What I do know is that this latest offering from Facebook gives your customers and potential customers a means to promote your business by checking in and then telling their friends about you.

Now that you've established your "claim" and you own your Facebook Place, it's time to start promoting your business through advertising on your Page. Again, the process is simple: Just click on the ad creation flow and pick your Place from the menu.

While it's the local businesses that stand to gain the most from Facebook Places, every business should determine how best to leverage the new tool to their benefit. For instance, you can reward your customers who say nice things about your business. Customers who are willing to post pictures or kind or constructive comments about your enterprise might receive discounts on your products or services, as an example. The same goes for those who share their experiences with your business on Facebook or Twitter.

You can reward those who visit your Facebook Places account the minute they open the page with colorful coupons, specials or discounts. And to make the experience more challenging and fun for your customers, you can host contests, offering gifts or discounts to those who "check in" with your Place the most often, or those who bring potential customers to your Place page by word of mouth.

Promotion is not limited to the internet. You can get the word out inside your business by posting signs on the windows or providing flyers or cards that encourage customers to check in at your Facebook Place to receive special offers. If retail isn't your game, promote your Places-related offering in company eNewsletters and other email marketing pieces, at trade shows, on your businesses Facebook page, and of course via a badge on your website or company blog.


By: Mikal Belicove of Entrepreneur.com Daily Dose

Think, Speak and Act Like a Business Owner

Excerpt from Win The Race For 21st Century Jobs: Put CEO Power Into Your Job Search And Your Career

The Business Owner Persona

In taking on the persona of a business owner, you need to adopt the attitudes, values, and guiding principles of a business owner. Anything less is insufficient.



Examples:



· Get used to handling rejection. It happens every business day.

· Learn how to manage risk.

· Make smart, calculated decisions.

· It’s your move. Whatever you decide to do, you’re responsible.

· Use the ETP Network to help evaluate individual risk.

· Develop a CEO mind-set so you can create a "business-to-business" entity.

· Run your career as business.

· Build and leverage your network from a CEO’s perspective.



The Personal Branding and Marketing of ME, Inc.

The total relationship people have with you gives them a certain perception of you. This perception is your brand. As the CEO of ME, Inc., your brand helps others decide if they want a relationship with you or not. (Learn more about Personal Branding in Chapter 12, Break Away From the Pack).



Here are some of the hallmarks of brands:



· You only get “credit” for what you do consistently.

· The reliability of your behavior establishes your brand.

· Brands are based on actions, not intentions.

· Inconsistency weakens brands and suspends belief.



This is how your brand will affect your job search:



· It establishes your value.

· It establishes trust.

· You consistently deliver value, therefore …

· You can negotiate!



Remember this important marketing principle: Benefits Always Trump Features. If a new car dealer tells you about 8 cylinder engines, state-of-the-art emission controls, moon roof, and racing stripes, she’s describing the car’s features. However, if she tells you things like, “It will easily save you over 50% on gasoline”, or “the front and rear sensors warn you if you are too close to another vehicle”, she’s describing the car’s benefits to you as the potential owner.



Since you are the CEO of ME, Inc., always try to emphasize how you can solve someone’s problem or save them money rather than going on and on about all the achievements you’ve racked up in your professional career. If people begin to associate you with consistently providing benefits, which will become part of your BRAND — and you’ll be remembered for it!



Benefits Always Trump Features.



Remember this phrase when we get to Chapter 4, The Magnet: Your Value Proposition and Chapter 5, The Methodology: The 7-Step Job Search Methodology. When you learn how to prepare a powerful, targeted resume and cover letter, you’ll want to reflect on this phrase because more than any single aspect of your resume, demonstrating benefits makes you G O L D E N.



Learn to differentiate yourself from your competitors. Always provide value. Bring something to the table they can’t. Find a niche that shows the world you are someone with unique skills and talents and that you know how to use them!



Best wishes and keep networking alive,



Rod Colón, Career Coach

Founder



Empowering Today’s Professionals

www.ETPNetwork.com

rod@etpnetwork.com

732.367.5580



Order Your Copy – Win The Race For 21st Century Jobs



Connect with me on:

http://RodColon.blogspot.com/

http://twitter.com/RodColon

http://www.linkedin.com/in/RodColon

http://www.facebook.com/RodColon1

Job hunting at your class reunion!

We recently read an article that made a lot of sense for someone trying to decide whether or not to go to a class reunion, particularly if networking would help you right now. Networking to find a job, that is. And we know there are lots of folks in that situation. So, as improbably as it sounds, job hunting is a perfectly valid reason to go to your class reunion!

These ideas are extracted and summarized from an article in the Detroit Free Press by Patricia Montmurri with Sally Schmall of the University of Michigan School of Social Work.

Bring business cards.
Employed or not, business cards ensure people have your contact info...just in case they know of jobs available.

Pitch yourself in two minutes or less.
Describe what you do, what you want to do, where you've worked and highlight your skills.

Ditch the old clique.
Take advantage of the room full of knowledge and opportunity from people you least expect.

Stay in touch.
Make a contact list and stay in touch.

Offer to help others.
Ask old classmates how you can help them.

Watch your drinking.
'nuf said.

10 Tips for Holiday Networking

1. IDENTIFY OPPORTUNITIES – Every holiday event you attend is an opportunity to meet new people. People are more inviting during the holidays and willing to share information. The more events you attend the greater your potential for developing new contacts.

2. QUALITY vs. QUANTITY - Know what you are looking for. The key is to identify quality prospects, not see how many business cards you can collect. Your best contact may not become a client but could provide you valuable alliances that will significantly grow your business.

3. MINGLE – Do not congregate with old friends or hang out at the buffet. Your goal is to meet NEW contacts.

4. LISTEN – You will learn more about people by listening than talking. Listening will provide you the keys to identify contacts and gain valuable information that will determine how you choose to develop a potential business relationship.

5. ASK QUESTIONS – This is always a key factor in networking. Asking the right questions will generate the information you need. Areas that generate networking potential are questions about their business, what services they provide, the biggest challenges they are facing and the best question of all is what would be a good referral for them. People are always interested in others who can benefit them.

6. REVISE YOUR PERSONAL INTRODUCTION – When asked what you do you have about six seconds to capture their attention and interest. Don’t use titles but instead state what you do and how it benefits people. For instance, stating you help people understand personal finance in this difficult economy would be an introduction for a financial advisor. Develop your own introduction with this in mind.

7. CARRY YOUR BUSINESS CARDS – This does not mean you pass out your business cards to everyone you meet. In fact, that would be a mistake. Be discriminate, only give your business card to someone that asks for it or someone that has stated they have a specific need that either you or someone you know can help them with. Use the back of your business card to write a brief note that serves as a reminder to them when they look at the card later.

8. GET CONTACT NUMBERS – It is critical to get contact information. Tell the individual you would like to follow-up with them and ask them for a business card. If they don’t have a card with them, ask them for their phone number or email address and write it on the back of one of your business cards.

9. DEVELOP A CONTACT LIST – Don’t wait to record the list of contacts you made at an event. Record all contact information and notes concerning the contact as soon as possible. Entering the information into your personal data base within 24 hrs is best.

10. FOLLOW-UP – Your networking efforts won’t reap maximum rewards unless you follow through on your initial meeting.


Information: The International Referral Network

"High Impact Career Management" Workshop - Produced by HPNG in Collaboration with ETP Network April 29th, 2008 @6:00PM EST

Rod Colon is the Tony Robbins of Career Management. Whether you're looking for a job or just keeping your options open, this is an excellent workshop Career Professionals don't want to miss. This workshop will definitely help up your networking game, if you're a business owner or entrepreneur. Sponsored by Starpoint Solutions,this workshop is being produced by Hispanic Professionals Networking Group.


The Hispanic Professionals Networking Group, in conjuction with the ETP Network, invite you to its workshop, High Impact Career Management.


Tuesday, April 29th
6:00 - 8:30 p.m.
$25.00 per person
* includes snacks and soft drinks

American National Standards Inst.
25 W. 43rd Street, 4th Floor
New York, NY

CLICK HERE TO REGISTER




It's called 911 networking. You know the scenario, you've lost your job and you realize that you haven't met anyone outside your industry for the last eight years. So you frantically make calls to people you met at "networking events" where in fact, you didn't network, you just took their card.

Career management is the ongoing process of evaluating your career plan, goals and you make adjustments as opportunities change. You may not be out of a job or looking looking one, but looking for a way to road map your career for the years ahead.

HPNG and the ETP Network invite you to participate in an evening workshop that will provide the networking practices employed by successful professionals around the country. Whether a person is a business owner or a career professional, learning the correct approaches to networking and managing your career is crucial to success.


Workshop Objectives
  • Empower yourself with a unique, trademarked and proven approach to successfully developing a steady stream of job offers with "ABCs of the Job Search"
  • Build a high impact Executive Summary that produces more interviews
  • Better Leverage the Power and Value of your Network
  • Develop Endless Referrals for "Career Insurance", despite Economic Conditions
  • Heighten web presence with High Touch High Tech" tools
  • Leverage your contact database to quickly expand your sphere of influence
  • Increase placement hit rate by Orchestrating More Opportunities for Interviews
  • Invoke reciprocity to achieve any Personal or Business Goal
  • Develop a Warm Trusted Network that creates a Gold Mine of Opportunities
  • Understand in Networking "Who Knows You" is more powerful than "who you know."
You don't want to miss this career developing opportunity. These practical tools can be applied in developing new business relationships and to strengthen those you already have.





About Your Workshop Leader: Rod Colon

Rod Colon is the Founder and CEO of ETP Network, a successful career management service consisting of 5 million LinkedIn professionals, 10,000 associates and 1700 Yahoo Groups members. ETP Network provides professionals worldwide with an empowered career/business plan that leverages a powerful Trusted Network

Rod is a graduate of Georgian Court University and a board member of the Georgian Court Alumni Association. He has been featured in Princeton Review, and has received numerous awards and citations in both print and online media. His innovations with the ETP Network have attracted a growing audience of business professionals who recognize and appreciate his gift for leadership, his command of both traditional and emerging business trends, and his unfailing desire to mentor, coach, train and advice in all matters related to career management and personal growth.