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Strategic networking

Many organisations use networking as a means of marketing themselves, but so many forget that a strategic view needs to be taken.

You have been invited to an early evening client drinks event.  Your day has been fraught with client meetings, you are overloaded with administration and tomorrow’s pitch presentation needs to be written. 

At 5.30pm you fly out of the door head off to the event venue.  No sooner have you sat down in the cab than you realise:

  • You haven’t checked the guest list and haven’t a clue how many people are going to be there
  • You don’t know which clients will be there or which potential customers will be present
  • You don’t know who from your organisation is going to be there, (it’s common to see partners from the same company introduce themselves to each other in front of clients)
  • You don’t have information about many of the organisations that are attending.

In other words, you're about to embark on a journey into the unknown…

When you arrive at the venue, it is far easier to gravitate towards somebody you know instead of somebody you’ve never met before – wasting the opportunity to network and make new contacts.

Why network?

Many organisations use networking as a means of marketing themselves, but so many forget that a strategic view needs to be taken.  It’s not merely a case of filling a room with whoever you perceive to be the most important contacts at the time - networking needs to be aligned to the strategy, goals and aspirations of the organisation or department.

Preparation is all

The first consideration should be to target a client or business sector. Then look for or create the opportunities for networking. Networking interventions include seminars, the conference circuit, meetings, drinks, lunch, service review meetings, and other social events.

Having decided on the intervention, other important preparatory steps are:

  • Swot up on your client and sector knowledge – get onto the website of those you wish to make contact with
  • Assess you clients’ perceptions and what they want from this event
  • Know your own organisation – the messages, branding, products. Get onto your own website!
  • Be able to cross-sell for your organisation
  • Consider carefully who from your organisation should be there
  • Briefing your team well before the event
  • Checking the venue, food, badges and timing before everyone arrives.

Remember, first impressions count

How are your guests greeted and what do they see?  Who greets them and where are they taken? You must do everything you can to allow networking to take place and a relaxed ambience is essential to this. I have attended events where the atmosphere was so tense that it stifled all networking opportunities and if I hadn’t made the effort, the only new people I would have met would have been on the reception desk and in the cloakroom!

Beware the twilight zone

Remember, conversations have a beginning, middle and end.  Most people find ending conversations the tricky part and end up in the ‘twilight zone’ where they are standing with someone in complete silence.

If you feel the conversation is coming to an end be proactive and end it.  Summarise, possibly exchange business cards and then move your guest on and introduce them to someone else.  Once they are comfortable with that person you can then move on and work the room.

Top tips

  • Be prepared to talk about your organisation – be up-to-date
  • Know about your client’s business
  • Repeat the client’s name near the beginning of a conversation to help remember it
  • Always have business cards – even on holiday, you never know who you might meet
  • Avoid complicated food  - you never know where it will end up
  • Firm handshake, not wet fish!
  • Listen actively and show interest
  • If you cannot remember the client’s name, ask as soon as possible
  • Don't be afraid to join a group, they are all aware that it’s a networking situation
  • Try not to leave people standing by themselves
  • End conversations proactively – and avoid the 'twilight zone'.

Philip Parry, the author of this article, is Director of Training at JSB. He specialises in networking, presentation and communication skills and has trained many board level executives from major companies in these skills as part of JSB’s Masterclass programme.