When possible, before going to events, learn about who will be in attendance. This way, you can determine if it even makes sense to register. Depending on the size of the event, one competitor shouldn't make a difference.
Establishing a strong professional network can benefit your business several ways, from receiving feedback by bouncing ideas off successful entrepreneurs and business owners to opening doors that were once closed -- building your professional network should be something you are always working on.
There is one component that enables us to strengthen any type of relationship. This component represents a basic human need we all crave. But no one really anticipates you showing this component in your business relationships.
David Goldberg was a power connector in the best sense of the word. Not just because he moved in some very powerful circles. It's not everybody who has Bono sing at their memorial service, or the top CEOs of all of Silicon Valley drop everything to attend.
Done right, networking can be the silver bullet for building your profile, gaining new business opportunities and building your career. But what happens when you show up to an event and just can't find ways to engage with others?
First, it's important to understand why to have a one-on-one meeting. If you've been referred or met someone at an event that you consider a prospect (they told you that they're interested in doing business with you or hiring you), then that's probably a good reason for you to meet with them.
You meet someone for the first time; they ask the question, "What do you do for a living?" What is your answer? Like many, your reply might be the business equivalent of name, rank and serial number. An example of a typical response could be "I am the VP of Sales for XYZ Company."
An interview with Gina Bianchini, CEO of Mightybell. This interview is part of a series on Trailblazing Women role models (Entrepreneurs and Leaders) from around the world and first appeared on Global Invest Her. You have to see what you can be.
I just attended a TEDx rehearsal where all the speakers (some were students, others academics) got a chance to do a practice run. As I observed their presentations, a few best practices came to mind that could help you generate more business.
Do you have a methodology for helping your strategic relationships achieve their desired outcomes? If you don't, you have slim hopes of becoming or remaining a priority to them. You cannot be impactful with them if you cannot sustain their interest in you.
While opportunities are great and often hard to come by, an equally important skill for entrepreneurs is learning how to discern between the opportunities that are worth pursuing and those that are not.
Networking is probably one of the most overused words and activities in today's society but despite being over used it is the most effective way to establish and build meaningful relationships that can be beneficial both personally and professionally.
By seizing any opportunity you can to work with people in your company in areas that you are interested in; you are essentially laying the groundwork for you to gain more access to this area of your company in the future.
It's very rare you'll walk into a room full of women who are there just to hand out business cards. In my experience, the majority of women network to build relationships they can use both personally and professionally. They get that business networking isn't about business, it's about life.
Doing your job and working hard are not the best ways to get ahead. In terms of human resources theory, doing your job and working hard are why you receive your paycheck. If you want to be promoted, you must think strategically.
As I mentioned in my last article, The "New" Rule of Networking, there are absolutely rules when it comes to networking. They're just not written, enforced by a governing body, or mentioned at the beginning of a networking event before you "touch gloves" and come out networking.
Using data collection, analysis, and action plans to impact organizational health is absolutely valid. But please, let's find a way to measure what really matters: depth and breadth of strategic relationships, internal and external to the organization.