Networkability: Building Your Business One Relationship at a Time
By Helga Henry and Andy Bass
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About this ebook
Helga Henry
Fiercely intelligent, pathologically helpful, interested and interesting – Helga Henry is a consultant whose professional approach is powered by the desire to make a practical difference in people’s lives and to enjoy the process of making that difference.
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Reviews for Networkability
10 ratings4 reviews
- Rating: 5 out of 5 stars5/5Gracias, por lo aportes, muy buen material de trabajo en diferentes áreas del conocimiento.
- Rating: 1 out of 5 stars1/5The examples used are poorly fact checked. For instance the idea that ‘Charles Darwin used to have regular transatlantic correspondence with Ben Franklin’ is surprising given that Ben Franklin died in 1790 and Charles Darwin was born in 1809. It didn’t need to be included and speaks volumes about the need to pad out the book with minor ‘facts’ to keep the reader interested.
- Rating: 5 out of 5 stars5/5This is a great book with niice examples...easy to follow.
- Rating: 4 out of 5 stars4/5Great Book. Gives you good principles on how to start.
Book preview
Networkability - Helga Henry
Copyright © 2018 Helga Henry and Andrew Bass
The moral right of the author has been asserted.
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers.
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ISBN 978 1789011 371
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Matador is an imprint of Troubador Publishing Ltd
Acknowledgements
Helga Henry
I’d like to thank Mark Ball, Noel Dunne and Lara Ratnaraja who encouraged me to take this material and apply it, to great effect, to the cultural and creative industries; Angela Maxwell, my champion in so many different ways; Dean Melbourne and Gemma Thomas, early enthusiastic adopters of this approach to great effect in their career; Emily Jayne Phillips, Thomasina Carlyle and Grace Morgan from Creative Shift and Sue Smith at Aston University for their support in the publishing of this book. Many thanks to those who have been kind enough to provide endorsements: Andy Street for the Foreword; John Crabtree, OBE, Julia Hobsbawm OBE, Rabbi Julia Neuberger, Siôn Simon MEP and Michael Wolff. And I’d like to acknowledge Hortense Cartwright, a natural builder of relationships and networks from whom I still have much to learn.
Andy Bass
I’d like to thank Paul Clusker, who initially suggested business relationship development as a focus for our work together, and co-presented much of this material to clients in leading professional service firms in the UK, Europe and the CIS; Debbie Jenkins and Joe Gregory, whose work on Lean Marketing provided the basis for our approach to a networking pipeline and the crucial idea of the Most Wanted Response; Alex Bishop and Amardeep Gill, who introduced us to our first clients in their respective firms; and Angela Edkins, who championed the use of this material for students on the Aston MBA programme.
And we would both like to thank Simon and Barbara for their huge support in all that we do.
Contents
Foreword by Andy Street
About the Authors
Helga Henry
Andy Bass Phd
Introduction
What is networking?
About this book
Why 70 days?
Who is this book for?
If you are a senior executive
I’m convinced! Where do I start?
Chapter 1
NetworkAbility – Getting Started
The False Choice Reluctant Networkers Must Reject
Before We Get Started: What About The Old Boy’s Network?
Getting Started: How To Use This Book
Time spent on reconnaissance is seldom wasted
You have the route – where to begin?
Conversation and listening skills
If You Don’t Have 70 Days
If You Do Have 70 Days
Final Thoughts
Chapter 2
How Business Relationships Develop – The Big Picture
Working Backwards To Create Steps Forwards
Permission To Contact
A Tidied Up Version: The Contact-to-Client Pipeline (external)
Final Thoughts
Chapter 3
What’s your NetworkAbility?
Level 1a: Tongue-Tied, Reluctant Networker
Level 1B: Social Butterfly
Level 2: Basically Organised Networker
Level 3: Establishes Genuine Peer-To-Peer Business Relationships
Level 4: Actually Gets to Yes
Level 5: Creates A Team Approach For Long-Term Ongoing Collaboration
Confidence
Just Be Yourself
– Is That Really The Answer?
Rate Your NetworkAbility
The Special Ingredient of NetworkAbility: Being Prepared to Take a Small Risk
Final Thoughts
Chapter 4
Location,Location, Location: Choosing Where to Network
Build Your Network Map And Find The Gaps
Business Events And Internal Corporate Events
Networking In Other Locations
Dedicated Networking Groups
Social Media
Networking Internally
Final Thoughts
Chapter 5
Not So Small Smalltalk
The Power Of Smalltalk
Smalltalk Is A Key Way To Build And Maintain Relationships
A Word About Body Language
A Lot Of Business Gets Done During Smalltalk
Helpful Attitudes
Removing Blocks
Automatic Or Unconscious Rules Learned As Children
Questionable Beliefs About Power And Friendliness
The Belief That Smalltalk Is Trivial
Anxiety
Using Smalltalk To Direct A Conversation
How Questions Work
Exercise: Questioning with a direction in mind
Other-Directed Communicating
Smalltalk Q&As
Final Thoughts
Chapter 6
Developing The Conversation: Further Tools And Tactics
The Eliza Technique: Never Be Stuck For Something To Say
Exploring And Using A Person’s Hot Words
Ask, What’s The Story Behind That?
Use Softeners
Use Quotes Followed By, What Do You Think?
Meeting Someone For The First Time
The Three Second Rule
Example Scenario
Final Thoughts
Chapter 7
Knowing How to Move from Smalltalk to Business Talk
Knowing Why Are You There
What Do Business People Talk About?
Using A Map To Guide You To A Result
Examples Of General B -To - C Questions:
Developing Specific B > C Questions:
C > D Questions Which Make Business Personal
Taking It Further… New Location, New Time
Everyone Is Huddled Together In A Knot – How Do I Join A Group?
How Do I Leave A Conversation That Is Going Nowhere?
How To Get A Business Card Or Other Contact Details
Final Thoughts
Chapter 8
Now the Real Networking Begins
The Fast Follow-Up
From Unconsciously Unskilled To Unconsciously Skilled
Log Your Data
Send An Email That Adds Value
Assesssing Contact Quality
Consider Further Possible Follow-Ups
Review Progress Against Your Marketing Targets
Take A Moment To Assess Your Own Performance
Final thoughts
Chapter 9
Nurturing Your Network – Creating Real Value
Choosing Your Role In A Network
Exercise: Finding A Mentor
Keeping Track Of Where You Are With Each Person
Engage In A Step-By-Step Exchange Of Increasing Values
Saw This And Thought Of You (Give Value To Get Value)
Give Value To Get Value – Online
Making Time To Tend Your Network
Building A Diverse Network
Be Easy To Help
Serving Your Network
Pipeline Unblockers – What To Do To Get Back In Flow
Final Thoughts
Chapter 10
The Well-Networked Firm – A Guide for Managers
Networking and Strategy
Case Study: How A Legal Team Increased Revenue By 10% For Free
Implementing A Business-Wide Approach To External Networking
Beware Of Allowing ‘Soft Marketing’
Case Study: Culture And Incentives
Ten Things You Can Do To Support Your People In Their Networking
Chapter 11
Networking for Improved Organizational Performance
Networking And Market Intelligence
Improved Engagement
Who Should You Network With In Order To Increase Engagement?
Questions To Ask Yourself About Stakeholders
Represent The Information Visually With A Rich Picture
Make An Influence Plan
Accelerating Cross-Functional Working
Chapter 12
Fifty Ways To BoosYour Networking Immediately
Bringing Networkability To Your Business
Appendix I:
Further Information On The Top Beneficiaries Of Networking
Networking For Fee-Earning Professionals
Networking For Small, Expertise-Based Or Creative Firms And Consultancies
Networking For Success In A Corporate Career
Foreword by Andy Street
If you are like me the word networking
leaves one cold, particularly at huge conferences. However the words, collaboration
, partnership
or extended team working
are genuinely exciting in business.
Valuing such relationships is the approach I have tried to take in John Lewis, and latterly in my Chairing of the GBSLEP. Arguably this approach is delivering benefit as, guided by what we call Team Birmingham
, results are flowing for the city region. This book is a practical guide to moving from mere networking to building those more developed structures and relationships.
Helga Henry and Andy Bass may indeed save us all hours in the future!
Andy Street, Managing Director John Lewis and Chair of Greater Birmingham and Solihull LEP
About the Authors
Helga Henry
Helga Henry is Director of Organisational Development at Birmingham Hippodrome, a leading UK theatre, and is also a public speaker, broadcaster and writer. She previously led Creative Shift, a boutique consultancy within the Hippodrome where she worked with a range of corporate clients, cultural organisations, public bodies and Universities. A Clore Fellow in 2008/10, she worked on secondment at St Ann’s Warehouse, a flagship theatre venue in Brooklyn, New York. Early in her career she spent 8 years as a solicitor at Wragge & Co (now Gowling WLG).
Helga has served on countless boards of arts charities as a trustee and is currently a Non-Exec Director of the Creative Advantage Fund, the UK’s first dedicated VC fund for the creative industries. Her networking expertise has helped large organisations to improve knowledge sharing and collaboration, talented part-time painters to become internationally-recognised artists, and, on one occasion, an events company that had been let down to find, not one, but three alternative sources of Chinese dragons at short notice.
Andy Bass Phd
Andy is the founder and principal of BassClusker Consulting, a leadership and strategy consultancy that helps organisations to do better and faster work with the resources they have already. He has clients across a wide range of industries and sectors including professional services, packaging, technology, health, financial services and education. While based in the UK, Andy travels extensively, and has worked in the US, Europe, Mexico, Russia and China.
Andy has taught at Warwick and Aston Business Schools, and is a visiting faculty member at the Aston Centre for Executive Development. He is a member of the ‘Big Thinkers’ panel of experts for #oglivychange, the innovative behavioural change practice of Ogilvy & Mather.
Andy has a PhD in software engineering from Aston University. He is author of The Performance Papers: Incisive Briefings for Busy Leaders
, published by Bookshaker, and Seven Keys To Releasing Potential In Your Business, Your People, And Yourself
, available at his website: www.bassclusker.com.
He is a former director of Birmingham Forward and was advisor to the Birmingham Future Mentoring Scheme, through which he helped many ambitious professionals improve their networking results. Outside his work, he enjoys boating, walking and playing the electric guitar.
Website
For tips, downloadable templates, training, coaching or to contact the authors, visit www.networkabilitybook.com
Introduction
What is networking?
Networking is a much misunderstood term. For many, it is entirely synonymous with sales activity and therefore only the concern of those with a sales-based role. For others it is merely frivolous or peripheral: glad-handing or making meaningless smalltalk in a hotel ballroom. Neither view is helpful.
Networking activity is certainly a crucial step in the development of sales, and that is obviously a key benefit. But there are many others. Better networking can mean:
•improved collaboration with colleagues
•more seamless customer experiences
•accelerated adoption of new initiatives
•better, more insightful information about evolving customer and client needs
•you stay on top of industry trends
•recession-proofing of individual careers (the well-connected worker who brings value to the business is rarely the first to be downsized)
•the ability to tap into the hidden job market
•a spring-board into independent consulting and freelancing
•boosted influence and effectiveness for leaders
It can do this because all business is done between people. It’s not that Rolls-Royce does business with EADS, but a real person called Mary, with a national insurance number, a family, a dog and a house in Derby does business with Francois, an individual with an INSEE code, three cats and a Gite in Biarritz.
Similarly – and whatever employment law says is supposed to happen – a huge number of job appointments, at all levels from intern to Chairman of the Board, go to people who have or can make a human connection with the person who can say ‘Yes’ outside of the formal structures set up by HR, recruiters and online recruitment portals.
Inside large organizations – ones big enough for many fellow employees to be strangers - networks are similarly vital. The daily cross-functional friction which costs businesses so much time, energy and reputation – purchases delayed by an officious procurement process, new product launches which seem to struggle to get marketing support, infighting over allocation of budgets, complaining customers passed from pillar-to-post, them-and-us culture clashes post-merger – none of this comes out of nowhere. It all comes down to less-than-collaborative interactions among real people.
In short, networking is about making and maintaining relationships that sustain businesses and careers.
A good network certainly includes people who will buy from you or might hire you. But a really valuable, well-rounded network, rather than simply featuring a database of customers or sales prospects or prospective future employers, also has the following types of people in it:
•Peers with whom you collaborate,