Power of Networking

The Power of Networking

The more people you know, the more people you can influence, either positively or negatively. People who work at developing strong clusters of networks across a broad cross-section of interests, age groups, demographics and cultures can often wield enormous positive or negative influence. These people are often referred to as master networkers and spheres of influence.

One of the challenges in our time-poor society is that many of us can’t be bothered investing the time required to work at and create new networks. It is so much easier and a great time saver to stick to the networks that we know and feel comfortable with. Our comfort zone becomes very safe and non-threatening. However, it is also very limiting and the potential for influencing large numbers is almost nonexistent – unless our smaller networkers are themselves filled with key spheres of influence who can network on our behalf.

One definition of people who are spheres of influence is ‘someone who knows a little bit about a lot of things and a lot about one or two areas’. They often specialise in one area, while having a good general knowledge of many areas. They are very good at keeping in touch with their networks, they remember what is ‘special’ and unique about individuals, and they are generally extremely good communicators.

Smart networkers work at creating relationships with spheres of influence; they know that a positive word about them from one of these key players carries a lot of weight and influence. Bill Gates has spoken of a trilogy of trust – the trust that one person has in another, that is then passed on to the third party.1 For example, Bob knows, likes and trusts Sue, who knows likes and trusts John. Based on this two-way trust, Bob will be open to discussions or possible connections with John, even though John has never previously had contact with Bob.

Networking with Integrity

The power to influence others is highly regarded and rarely abused by ethical networkers. This is one of the main reasons why building networks takes time, effort and, most of all, sincerity. Master networkers can smell insincerity from a mile away; they quickly identify people who want to use them, use their good name and benefit from associating with them.

It goes without saying that networking and influence are more effective when coupled with ethics and morals. Often when I am faced with a ‘will I, won’t I?’ dilemma (for example, ‘Is this a good career or business move or might it come back to bite me?’), I take what I call the Sydney Morning Herald test (substitute the name of your favourite daily newspaper): If this incident or situation appeared on the front page of the Sydney Morning Herald, would I be embarrassed in any way, and would I need to do some serious explaining to my family and friends?

If the answer is yes, I don’t do it. Why? It takes years and years to build your reputation and good name, whether you are an employee or an employer – why risk your good name on anything that might, even remotely, be or be perceived to be unethical, illegal or lacking integrity. (Though, as an observation, our newspapers and magazines would have nothing to write about if everyone asked themselves the Sydney Morning Herald question before taking action!).

Tips for ethically accessing a target network

Spend time researching where your buyers go to network and to build their businesses and careers.

Attend at least two of these events prior to sponsoring an event yourself or forming an alliance with this network.

Be prepared to invest time, energy and effort to create a presence in this marketplace.

Rather than your sole focus being ‘who can I sell to’, expand your thinking to include ‘who can I connect the people I have just met with’.

Always be transparent in all your communications.

Finally, always remember that if you don’t value your networks you won’t have them for long.

Mastermind groups

Another strategy master networkers use is to develop and participate in ‘mastermind’ groups.

Mastermind groups are informal or formal meetings where selected, highly regarded (by the group) people come together with a set agenda of sharing wisdom, creative ideas, solutions, possible outcomes and constructive feedback for each individual’s problems, challenges or ideas. The information shared within mastermind groups is usually regarded as confidential, unless agreed otherwise. This enables individuals to speak freely about their challenges in an environment of mutual trust.

Here is a checklist you may find useful if you are thinking of starting your own mastermind group.

1.Every mastermind group needs a driver – an organiser who keeps everyone on track, reminds people of meetings, outcomes expected and so on.

2.Always have an agenda and stick to it.

3.Be flexible with dates, depending on people’s circumstances.

4.Work out your personal ROI and detail exactly what you want to achieve with the group.

5.Always create an individual action plan at the end of each meeting.

6.Be prepared to reveal weaknesses as well as strengths – the mastermind members become mates as well.

7.Decide to go beyond ‘talk fests’ (all talk, no action).

8.Aim to arrive early and leave late – be committed.

9.Allow for exit clauses – if a member’s circumstances or priorities change, that’s fine, let them go.

10.Consider selecting members from outside your profession as well as within – variety brings lots of fresh ideas.

11.Make a list of potential mastermind group members today.

In Conclusion

As technology drives our communication world further and further ahead, creating a time-poor society – emails, mobile phone calls and information overload – networking has become more important than ever.

Wise networkers realise that their potential influence is directly related to the size of their network and base of connections. A network is a varying collection of people from all walks of life – some are CEOs and others are cleaners; some initially met by chance, through work or otherwise. In the jigsaw of life, you never know where that person might show up again or how much influence their opinion of you may carry … or the impact (for better or worse) of the influence you have had on them.

Master networkers influence others, both formally and informally, in matters small and large. So a smart manager or aspiring leader learns from them and works at developing strong, ethical networking skills. And remember, networking skills are a prerequisite for forming strategic alliances, which can enable you to move your organisation and your career to the next level.

If you are prepared to constantly hone your networking skills, value your current and expanding networks, consider forming strategic alliances and value the worth of such activities as mastermind groups, it is inevitable that you will have as much influence as you want to have.

Happy networking!

Ten habits for becoming a networker of influence

Understand that networking is a life skill, not something you do only when you want something from someone else.

Value your networks. Realise that every member forms part of the jigsaw of life and you never know where people will turn up later. The opinion they gain of you now can affect their future opinion of you (and the opinions of others).

Practise making heart-to-heart connections with people when you communicate with them. Aim to be totally present and ‘in the moment’ at all times.

Arm yourself with business cards and a nametag when you attend a networking event.

Befriend the gatekeepers – the people who assist or sometimes protect the people you are wanting to network with (secretaries, personal assistants and so on).

Walk your talk. Directly and indirectly you will become a role model to others.

Form strategic alliances based on quality not quantity. Make sure all parties are committed before you start taking your action steps.

Consider forming a small mastermind group, preferably with people not directly within your organisation, and open yourself to new ideas and constructive feedback.

The most powerful people are those who share information and don’t hide it from others. Always be generous with information. Being able to give a person the specific piece of information they need (no matter how trivial it may seem to you) increases your influence enormously.

If you set out to build a strong network of people whom you admire, respect and value, the by-product will be that you will have great influence within this group. Yet if you set out to have influence without the firm foundation of a strong network of supporters you will fail and have no influence and a poor reputation.