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 subcontactor. 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
Since 1986, Patricia Wiklund, Ph.D. has helped some of America's largest, and smallest, organizations resolve expensive and troublesome people problems and conflicts by leveraging the strategic power of soft skills®. A former mental health professional, she is as comfortable on the front line, as on the shop floor, or in the corporate executive suite, and also works effectively in government and educational settings. Call her today at 415 641-5997, or email her at pat@patwiklund.com to discuss how she can help you put your people and organizations back on track.
An electronic version of this article is available for reprinting or reposting. Please contact Dr. Pat Wiklund for permission to reprint, and to see if there is a royalty required for reprint. If permission is granted, we request a hard copy of the publication in which the article appears. We request you include Pat's bio at the end of the piece, along with contact information, and preferably, a photo. Photo’s are available online at http://www.patwiklund.com/speaking/index.shtml#photos