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Articles
Are
You Making These Networking Mistakes?
As I've gone to professional meetings, and have informal
meetings with colleagues, the tenor of these times is clear.
Many independent professionals are challenged by the
downturn in the economy...and upping their marketing, and
especially networking, as they work towards increasing their
billable time.
Beware of poking a hole in your net as you increase your
networking. Make sure you don't make these mistakes in your
zeal to sell yourself.
ASKING WHAT YOU CAN DO FOR ME...ON FIRST
MEETING. I
watched as a young woman was introduced to three colleagues.
In a flash, she realized one of her new acquaintances was a
close personal friend of a business owner she had been
unsuccessful in selling on her services. She quickly asked
for a reference and introduction to the business owner. When
her new acquaintance demurred, she insisted that the other
woman had to do it. "That's what networking is all
about."
Her error?
She assumed an
introduction brought the right to ask for referrals from
strangers. Most people won't refer someone they don't know
or when they don't know a person's work.
INUNDATING NEW CONTACTS WITH SALES
MATERIALS. After a
brief conversation at a banquet one evening, I started
getting masses of sales solicitations from a man who
obviously didn't know me, my business, my needs or even
where I lived. Most of the solicitations were for very
expensive, multiple day seminars in eastern cities on topics
I'd never need.
His
error? Assuming
I'd use his services, without finding out what I needed. And
then battering me to use him. Here's the strange part. Some
of my clients could use him. But, I'd never refer them and
subject them to his aggressive sales methods.
ASKING WHAT YOU CAN DO FOR ME...ON EVERY
MEETING. A
colleague who does complementary work to mine will never get
a referral from me. Nor will I ever use her as a
subcontractor. The cause: every time I talk with her she
asks me if I have work for her. Her request is always
delivered with a tone of voice that's close to begging and
over the edge of whining. It's as if when I have work, I
somehow owe her some of it.
Her
error? Asking,
asking, asking. Implying I have an obligation to use
her.
GETTING TOO PERSONAL. I received a "personal" note,
obviously mass produced, with my name spelled wrong,
referring to a group I'd never heard of, suggesting how I
could use the author in my business. Since then, I've heard
of this person from two other colleagues. They seem
impressed with his work. Even their positive experiences
aren't enough to take the bad taste out of my mouth.
His
error? Excuse me!
There is something about integrity that's missing here.
Don't presume a relationship that doesn't exist. I would
have rather have gotten an honest cold call.
CALLS FROM PERFECT
STRANGERS. This
one really astounded me. I got a phone call one afternoon
asking me if I were really the Pat Wiklund who had been on
Oprah twice...did she really call me to be on the show? When
I said yes, the voice on the phone identified herself, said
she was a friend of a friend, and she wanted to be on Oprah
and would I tell her the name and phone numbers of the
producers I worked with so she could get on the show. I was
dumbfounded. Although I had heard of her, I knew nothing of
her work, what she had written, and barely knew the "friend"
that had referred me to her. When I said as much, and my
policy was to only refer people when I knew their work, she
said I had to give her the names...that's what networking
was all about.
Her
error? Here goes
the assumption again. I don't think I have an obligation to
facilitate the marketing and/or career of everyone who has
just heard my name. I owe to my contacts, and to myself, to
be careful who and how I refer.
REMEMBER: Most people won't refer someone they don't
know or when they don't know a person's work. Referrals
carry an obligation. You're vouching for the other person.
Referrals come when colleagues know they can trust you. They
are earned, not assumed, Earn the right to ask for a
referral by establishing a relationship with colleagues. Let
them get to know you and your work. Understand who your
colleagues are, and how you can reciprocate.
________
735 words
Patricia Wiklund Ph.D. is a dynamic speaker, seminar leader and consultant. She is the author of Taking Charge When You're Not in Control. For information on her speaking services, training or consulting, contact her at P.O. Box 391416 Mountain View, CA 94039, (650) 938-8562, (650) 938-0880 fax, Pat@PatWiklund.com or through her web page, www.PatWiklund.com.
An electronic version of
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information, you may complete an information
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Dr. Pat Wiklund directly at:
P.O. Box 391416
Mountain View, CA 94039
(650) 938-8562
(650) 938-0880 fax
Email: Pat@patwiklund.com
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