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Who am I?,[object Object],Sales & Marketing Director for AMM Communications, LLC,[object Object],Experience as a management consultant,[object Object],10 years in the pharmaceutical industry in sales and in management for Abbott Laboratories, Parke Davis and Pfizer,[object Object],5 years in the transportation and logistics business working for United Parcel Service,[object Object],I trained salespeople on effective networking and have adapted these concepts for my consulting practice,[object Object]
Building a High- Performance Network that works,[object Object],Presented by:,[object Object],Ed Mayuga,[object Object],AMM Communications, LLC,[object Object]
Today’s Objectives,[object Object],[object Object],To review the diagnostic aspect of developing your network (The Network Mapping exercise),[object Object],To identify new strategies and tactics for improving your own network,[object Object]
Why Do You Need to Network?,[object Object],[object Object],To find jobs or refer people to jobs,[object Object],To expand your business horizons,[object Object],To save money,[object Object]
And if you don’t network…,[object Object],You may need someone with a certain skill set, and you don’t even know where to start looking.,[object Object],You may need a job or reference from someone you don’t know.,[object Object],Requests from strangers don’t get filled as quickly as requests from acquaintances or friends.,[object Object],You waste time and money!,[object Object]
Definition of a Network,[object Object],The set of relationships critical to your ability to get things done and develop professionally according to your goals,[object Object],A high-performance network is built from sincerity, consistency,  patience, hard workandhumility.,[object Object]
Journal of Political Economy – December 2008,[object Object],The study was titled: “Place of Work and Place of Business: Informal Hiring Networks and Labor Market Outcomes.”,[object Object],Duke University economist, Patrick Bayer, found that neighbors on the same block successfully refer jobs to one another.,[object Object],Researchers found that referrals were more likely when neighbors have things in common such as age of children, their own age and education level.,[object Object]
Think about…,[object Object],Who are the key elements for your network?,[object Object],You,[object Object],Your family and friends,[object Object],Your co-workers (in your                      department, law firm, etc.),[object Object],Others whom you can help outside of your immediate circle, such as neighbors,[object Object]
The most important thing about being a good networker is to be someone who people like and trust,[object Object],because the referrals given to you ultimately reflect back on them.,[object Object]
High-Performance NetworksThree characteristics,[object Object],Types of contacts: How diverse are the people in your network?,[object Object],Types of relationships: How strong are your relationships with people in your network?,[object Object],Types of networks: To how many social and professional groups do you belong?,[object Object]
Characteristic 1: Diversity,[object Object],Ranges and types of contacts:,[object Object],Seniors, peers, juniors,[object Object],Outside your work group, office, firm and industry,[object Object],A mix of your own and other “identity” groups, e.g. gender, race, nationality,[object Object]
Characteristic 2: Strength of Relationships,[object Object],Identify “strong” and “weak” connections.,[object Object],Types of relationships,[object Object],Sponsor – Protégé,[object Object],Mentor – Protégé,[object Object],Special Peers,[object Object],Reverse Mentors,[object Object]
Characteristic 3: Your groups,[object Object],Types of Networks:,[object Object],Do your networks overlap or are they separate from each other?,[object Object],Value-added as a function of the number of sectors you can reach and connect:,[object Object],Industry contacts, professional associations (i.e. SLALA).,[object Object],Private, public, non-profit sectors.,[object Object],Community groups, clubs.,[object Object]
Developing the right relationships can be the smartest investment you’ll ever make.,[object Object],Professor David A. Thomas,[object Object],Harvard Business School,[object Object]
Building a Network MapThree steps,[object Object],Create your list of networking contacts.,[object Object],Assess and map your network.,[object Object],Diagnose your network.,[object Object],Please refer to your handouts.  ,[object Object],Due to time constraints, this will be an easy project you can do later.,[object Object]
Step 1: Create Your List,[object Object],Write down everyone that you can think of that you interact with on a daily or weekly basis.,[object Object],Don’t worry about how strong or weak your relationships are at this point.  ,[object Object],This exercise will help you to actively think about your network.,[object Object]
Step 2: Assessment and Mapping,[object Object],On the next page, use your list to categorize your contacts.,[object Object],Answer the three questions on this sheet.,[object Object],List as many or as few people as you need.  Do not limit yourself to only those people in your firm.  ,[object Object],An individual may appear on more than one list.,[object Object]
Assessment and Mapping (continued),[object Object],Now take your list and place each of those people in one of the nine boxes on your map.,[object Object],Use the person’s initials to save space.,[object Object],The center box is for your closest co-workers.,[object Object],Are these people senior, junior or at the same level as you?,[object Object]
Within Department but Outside Office,[object Object],Within Firm but Outside Department,[object Object],Outside of Firm,[object Object],MP,[object Object],VP,[object Object],BP,[object Object],RD,[object Object],RB,[object Object],EG,[object Object],TB,[object Object],AS,[object Object],AH,[object Object],DZ,[object Object],MT,[object Object],LH,[object Object],YOU,[object Object],Peers,[object Object],JK,[object Object],RQ,[object Object],JC,[object Object],LB,[object Object],Juniors,[object Object],MH,[object Object],TK,[object Object],MG,[object Object],SC,[object Object],A Network Map Example,[object Object],Seniors,[object Object]
Step 3: Diagnose your network Breadth vs. Depth vs. Leverage,[object Object],Breadth :,[object Object],Which groups are over- or under-represented?,[object Object],What key people or groups are missing?,[object Object],Depth :,[object Object],Whom are you over-reliant on?,[object Object],Which ties should you strengthen or spend less time on?  Which network circles are underutilized?,[object Object],Leverage :,[object Object],How many people outside your firm did you list?,[object Object],Is your network one in which most people know each other? Or, is it one in which you are member of different, unconnected circles?,[object Object]
Network Alignment,[object Object],What are your career and social goals?  Be realistic about your timelines.,[object Object],What is required to achieve these goals?  ,[object Object],Who can help you with these requirements?,[object Object],Who or what could possibly impede your ability to reach these goals?,[object Object]
Network MaintenanceManage yourself,[object Object],Are you an introvert or an extrovert? Understand your current approach and assumptions about networking (personality, social skills, etc.). ,[object Object],Find a style that fits you (and be sincere).,[object Object],Be realistic. Trust and credibility take time.,[object Object],Think about your contacts from whom you can learn (i.e. juniors, peers, external contacts, etc.).,[object Object]
Network MaintenanceManage your activities,[object Object],Set aside time for activities that broaden your network.,[object Object],[object Object]
  Write thank-you notes, forward clippings, make phone calls, etc.
  Use a system to get organized but don’t be overly systematic or blatant about it.
  You need to be sincerely interested in other people.,[object Object]
“Worst” Networking Mistake,[object Object],Is to make the interaction all about you.,[object Object],Other people want to benefit from knowing you as well.,[object Object],Have you ever had someone you know call you out of the blue and ask you to help them get a job?  How did that make you feel?,[object Object]
Here are additional resources for social networking.,[object Object],Linked In: 	www.linkedin.com,[object Object],Make certain to browse Groups Directory.,[object Object],Plaxo: www.plaxo.com,[object Object],Facebook:	www.facebook.com,[object Object],Zoom Info: www.zoominfo.com,[object Object]
Networking “Must Do” List,[object Object],Be Proactive:,[object Object],All encounters are opportunities for expanding and diversifying your network.  Are you always prepared?,[object Object],Build relationships before you need them.,[object Object],Be Pragmatic:,[object Object],Analyze potential contacts’ interests and concerns.  Know what they value.,[object Object],Follow the Law of Reciprocity:,[object Object],Know what value you bring to the network.,[object Object],Give back to the network.,[object Object]

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Building A High Performance Network That Works Ed Mayuga Amm Communications Llc

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  • 24. Write thank-you notes, forward clippings, make phone calls, etc.
  • 25. Use a system to get organized but don’t be overly systematic or blatant about it.
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