Let me start by saying that I'm not an extrovert. Every personality assessment I've ever taken spits out results that say I'm "in my head" or a "thinker." In other words, an introvert.
And I've built my career on networking. It's opened doors for me, given me critical advice and, when I became an entrepreneur, developed millions of dollars in business for my company.
Most of us already know we should be doing it more, but we don't make the time because it's often uncomfortable.
So for all you analytical types, the subject matter experts, the operationally minded or even the just, plain shy--take heart. You, too, can be a great networker, and here's how:
1. Use a broad definition of networking. It's not just about generating sales. Networking yields market intelligence, business advice, new hires and leadership guidance, for starters. You can network with former and current customers, business associates, service providers--even competitors.
Many people lament having to find time for business development "in addition to my real job." I would argue that as the entrepreneur, networking is your real job. If we consider the information and connections gained through networking as part of the client service we offer, then it's not a matter of whether to do it, but how to do it. You start looking at it as a critical competence of your company.
For example, you might keep in touch with a reporter who covers the defense industry to keep abreast of developing trends you can share with your defense contractor client.
Of course, networking with non-clients is also important to help you resolve a host of company issues, including your leadership style and competitive positioning.
2. Honor reciprocity. There is a currency to good networking relationships, or a give and take. Sometimes you give me leads and I give you leads. Other times it's different but equally valuable, such as I give you information and you give me introductions. When someone does something for you, look for an opportunity to pay her back. It doesn't matter if you're transferring the same thing; it just has to be balanced and valuable to both parties.
If you're just starting and don't have much to offer, be sure to show appreciation and follow up to let the other person know what became of her advice or introductions. People are willing to help when they feel it's appreciated.
3. Select a few networking organizations and get deeply involved. In most cities, you could spend every morning and each night at a different networking event. While that might be fine for the first year of your business, it eventually becomes a waste of time. You get more bang for your time if you pick a few quality organizations that directly touch your market and--even better--your specific customer base. Get involved on a committee or a board so you can build real relationships beyond exchanging business cards. Just make sure you make the time to honor your commitment, or you'll do your reputation more damage than good.
4. Attend only high-value networking events and make them worth it. It's helpful to attend some networking events; just select the few that count. People often envision a roomful of strangers upon whom they have to foist themselves. First of all, if you serve on an organization's committees, then that group's networking events will be filled with people you know. It's much easier to enter a room where there are friendly faces, and you benefit from introducing each other around. Further, you can save yourself a lot of lunches by catching up with multiple folks in your network at one place.
If you don't know anyone at the event, take a colleague to play wingman, which can make it more comfortable. Instead of trying to meet as many people as possible, focus on having quality conversations with those you do meet. Ask good questions ("how" and "what" questions work best), listen and maintain eye contact rather than look over their shoulder. Try to find personal connection points, whether it's similar people, jobs or vacation spots.
5. Constantly evaluate your networking activities. Time is a limited commodity and you must be vigilant about spending yours wisely. Regularly assess what you're getting out of your networking groups or relationships to determine what you might have to change. If you're sitting on a professional organization's committee to get business and you haven't gotten any, perhaps it's not the right use of your time.
Networks should evolve and change as your business grows. Never be afraid to call up people who seem out of your league. I'm constantly surprised at how generous people are with their time and advice. Most people feel honored when you ask their opinion. In turn, be generous with your own time when people are referred to you. Business and help often come from unexpected places.
6. Have a system to stay in touch. This is where analytical types have a leg up. You need a system to make sure you get in touch with your network on a regular basis. Keep a good contact system and look through it regularly. I supplement mine with a running call list of people whose names I add when I think of them. I work through the list on a regular basis by scheduling lunches and coffees or just sending an e-mail.
Don't contact people only when you need something. Sometimes you have to approach a networking meeting with what you can give rather than what you receive.
I find that these principles continue to be true for me and my clients. We need to see networking as something that benefits us on multiple levels, is part of our jobs and brings real value to our clients. When we are strategic and consistent about it, then we win big.
Kristi Hedges is founder of The Hedges Company, an executive consulting firm that trains CEOs and entrepreneurs to communicate as leaders. She is also the co-founder of a top Washington, DC, technology PR firm, which she successfully exited in 2007.