Random Acts of Networking: Network All the Time Everywhere

By Karen Susman

Here are 25 ways to network all the time everywhere.

1. Let everyone know what you do. Don't forget your doctors, dentist, lawyer, and plumber. Include your business card in the envelope when you pay your bills.
2. Define what you do with an illustration, story, or example. "For instance, you know that new bridge on Bellaire Avenue? I was part of the team that designed and erected that bridge."
3. Train a huge "sales team." Have everyone you know keep you in mind. Keep in touch and update your "sales team" on a regular basis.
4. Build networking alliances in your department, company, industry, competition, and community. Join forces with related industries.
5. Be likable. People like to work with and refer business to people they like.
6. Ask, "What brings you here?" This is a great opening statement to a conversation. Everyone has an answer.
7. Leverage your networking. Get free publicity, articles, and press releases. Write your own mini-newsletter or write for your target market's newsletter or trade journal.
8. Reduce your accomplishments and accolades into one sentence and include in your email signature. For instance, "Karen Susman was recently quoted in the Wall Street Journal."
9. Don't be just a member. Paying your dues isn't enough. Be on a committee. Speak up. Be seen. Be heard. Be visible.
10. Read the newspapers and magazines that your target market reads. You'll converse and connect better with your listeners if you understand their world and challenges.
11. Don't overlook even a casual referral. Follow up with the referrer and referral source.
12. Don't use someone's name as a reference unless he/she has given you permission. Have your referrer call the lead first and announce you'll be calling.
13. Keep in touch with the company you used to work for. Stay on the company newsletter's mailing list.
14. Narrow the world down for your network partner. For instance, "Who in your golf foursome has children about to go to college?" "Whom do you know who is considering retirement?"
15. Have an adventuresome spirit. Have a tourist mentality. Be curious.
16. Give yourself and your services away. Just don't give it all away at once or in one place.
17. Look at every situation as a networking situation and an opportunity to learn.
18. Set a goal when you network. What do you want to accomplish or find out? The goal is not quantity but quality connections.
19. Don't complain, whine, or be pitiful. Don't be a downer.
20. Be a matchmaker. When you meet someone, cruise your mental Rolodex for people they should meet. Then, make that happen.
21. Practice your handshake. Get feedback.
    
22. "Good-mouth" people. Don't gossip or be negative about someone, a company, a city, an industry, a culture, etc. While your networking partner might be polite, he or she will be uncomfortable and you'll be labeled negatively.
23. Make new contacts in new places with people you wouldn't usually choose. Have an open mind.
24. Have a business card even if you are between job opportunities.
25. Smile. That's one of the most powerful things you can do. Be someone, someone else would want to approach, meet, and do business with.

Karen Susman is a Speaker, Trainer, Coach, and Author of 102 Top Dog Networking Secrets. Karen works with organizations that want to maximize performance. Programs include Humour at Work; Balance In Life; Networking Skills; Presentation Skills; and Building Community Involvement. Order new guidebooks on humour, networking, time management, and community involvement by calling 1-888-678-8818 or e-mail Karen@KarenSusman.com www.KarenSusman.com.

Published in Networking Today, November 2007

How to Make a Good First Impression by Finding the Hidden Message in Your Prospect’s Handshake

By Dr. Gregory Stebbins

More than just physical contact, a handshake conveys a wealth of psychological information.

We walk away from a handshake saying things like, “You know, I just felt real comfortable with her” or “I don’t know why, but I simply don’t trust that guy.”

Most people don’t spend time probing the depths of this unconscious communication. They just have a “feeling,” or a sense that their “intuition” is telling them something. However, there are things we can use as sales professionals by looking a little more closely at the experience.

Top 10 handshake types…and what they reveal about tour client or prospect

1. Sweaty Palms: When a person is nervous their sympathetic nervous system often becomes overactive, sometimes resulting in sweaty palms. Do what you can to put this individual at ease.
2. Dead Fish: Indifferent handshakes that feel like the person has no bones in their hand often indicate a passive or reserved personality. This handshake ranks as the number two least favored. Individuals with this type of clasp are generally not people-focused. Knowing this, you can tailor your presentation to de-emphasize the people aspect and focus more on the mechanical or thing-focused benefits. Exceptions to this rule might be musicians and surgeons whose livelihood depends on sensitive hands and who are therefore reluctant to open up to a bone crusher.
3. Brush Off: This handshake type is a quick grasp and then a release that feels like your hand is being shoved aside. This handshake is a statement of “it’s my turf and my agenda that matters, yours doesn’t.” Listen first to what the person wants before talking about your ideas for them.
4. Controller: You feel your hand being pulled toward the person or strongly guided in a different direction, perhaps toward a chair. People who do this are controllers. This means they want to dominate any inanimate or animate object in the room (and that includes you). If your goals are different than theirs there may be challenges ahead. Do more listening than talking and see if you can find common ground so these individuals can control the situation toward your desired objective.
5. Politician: Your hand is firmly grasped as in a normal handshake. However, their other hand may cover yours or be placed on your forearm or shoulder. Unless the two of you are good friends, this is a form of false sincerity. The person is attempting to communicate that the two of you have a deeper relationship than you actually have. After receiving this kind of handshake, I recommend you check your pockets or purse to see if anything is missing. Similarly, be cautious about relying on this person’s word for anything and be attentive in your dealings with him or her.
6. Finger Vise: When someone grabs your fingers and not your entire hand it is meant to keep you at a distance. These people are often insecure. If they also crush your fingers they are adding a show of personal power, which is also designed to keep you at a distance or at least create some fear of challenging them. I wouldn’t recommend becoming submissive; however it will serve your purpose to be somewhat deferential to them.
7. Bone Crusher: The message of squeezing your hand until you cringe is clearly designed to intimidate you. Even when the person may not know how strong they are, there is still a message of intimidation and power behind the grip. You don’t have to pretend to be a wimp with them, and in fact they may respond positively to you if you present yourself with strength. Just don’t get into a hand-squeezing contest when you shake because then it becomes a competition and even if you win, you’ll lose.
8. Lobster Claw: Like the claw of a lobster, the other person’s thumb and fingers touch the palm of your hand. The person doing this fears connecting at a deep level and may have challenges building relationships. Take your time. Allow them to open up at their own pace. As they become more comfortable with you their handshake may actually change. Once they fully accept you, they can become a client for life.
9. Hand Wrestler: Your hand is taken normally and then twisted under the other person’s. This is usually done aggressively. Be very careful in your own presentation as this person is absolutely committed to being on top, regardless of what they say they want.
10. Teacup: This handshake feels normal except that there is no palm-to-palm contact. The other person’s palm is cupped, like a teacup. This handshake indicates that the person is hiding something from you. It might just be a serious case of shyness or it could be something more substantial. Always check for missing information when working with this individual.
    

In any sales situation, the more you know about your prospects and clients, the better you can communicate with them. Primed with the information presented here, you can start creating a strong first impression by being aware of your own handshake, and learning the hidden messages in your client or prospect’s. Then, making a good impression is truly in your hands

Sales Psychology Expert, Dr. Gregory Stebbins, has helped 20,000+ sales professionals read their opponents actions and improve their negotiation skills so they can close more sales. In his book PeopleSavvy for Sales Professionals, he unveils for the first time his simple but groundbreaking plan to turning customers into lifetime customers. Get your free sneak preview at http://www.peoplesavvy.com/chapterone.htm.

Published in Networking Today, November 2007

Acing the Situational Interview

The phone rings. It's a recruiter calling to let you know that all the hard work on your résumé paid off and they're inviting you to come in for an interview. You're psyched up, until you hear about this new situational interviewing taking place – now, you're psyched out.

While situational interviews may be drastically different from what you know of standard interviews, they're not impossible to conquer. Instead of a recruiter asking you factual questions – such as, "So, what makes you experienced for this position?" or emotional questions like, "What would your coworkers say about you?" – they ask situational questions. In situational interviews, the recruiter is looking to glean how a candidate handles real work situations, his or her problem-solving style and what the potential employee's personality is really like.

To prepare for a situational interview, it's not important to study your résumé, but do study the buzz words in the job description. Look for qualifications that stand out, like time management, ability to multitask, autonomy, etc. These are key traits you'll want to convey during your interview, and you'll have to do so by illustrating the characteristics and giving specific examples, instead of just saying you possess them.

We’ve compiled a list of some of the most common situational interview questions that a candidate is likely to be asked.

1. Describe a challenging work situation. What did you do to solve the problem, and what was the outcome?
   

2. Tell me about a time when you had to think on your feet and reach a decision quickly.
   

3. In your experience speaking with clients and customers, tell me about an instance when communication became challenging and how you overcame that.
   

4. Give an example of a time you were able to be amiable and warm as a communicator.
   

5. Describe a time when you were successful working in an unstructured environment.
   

6. Tell me about a time you had a conflict with a co-worker and how you resolved it.
   

7. Can you describe a situation in which you had to think outside the box to solve a problem for a co-worker, client or customer?
   

8. Describe an instance in which you have disagreed with instruction or criticism from your boss and how you approached the situation.
   

9. Tell me about a time in which you had to really manage your time well, how you went about doing so, and how you were able to meet your goal.
   

10. Can you tell me about an instance in which you were able to positively motivate others?
    

In preparation for the interview, candidates should read through situational questions and focus on coming up with multiple scenarios from work history to illustrate his or her abilities. Tell your stories aloud. Keep your answers on target, make the scenarios relevant to the question and focus on the positive outcome. To structure your answer, focus on the following order: situation, action and outcome. If you keep the order in mind, the story should naturally progress to become well-rounded and on point.

Ask a friend or family member to ask you questions throughout the days or weeks leading up to your interview so that you can become comfortable telling your stories. Focus on keeping your answers positive and avoid the standard interview pitfalls. Never use profanity, bad-mouth a former or current employer or lie.

Even if you're not interviewing now, keep a running list of examples from your current employment to draw upon down the road. Once you've gotten your stories straight, they should be just as familiar as your résumé.

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Courtesy of ARAcontent. Snelling Staffing Services delivers temporary, career and professional staffing solutions to companies, with almost 200 offices throughout the U.S. For more information, visit www.snelling.com.

Published in Networking Today, November 2007

10.5 Strategies to Recruit Quality Staff

By Barbara Bartlein

We all know the rules have changed. Employees no longer spend their entire career with one employer and employers no longer promise long-term employment with a job guarantee. But the need for great staff in any organization has not changed. People are still the most important factor in the success of any business.

So where do you find the best people to do the job? The search and recruiting techniques depend on what level you are attempting to fill. Many entry-level jobs are recruited through newspaper ads and other want ads. Middle management is often “home gown” by developing people within the organization and promoting them. Top executives are usually recruited through search firms or executive networking.

Regardless of the position you are attempting to fill, here are some ideas that will produce quality candidates:

1. Contract with a placement firm that does screening for the position. There are many firms that do much of the up-front legwork and forward only qualified candidates for interview. While the price may appear costly, it saves precious management time. This is especially helpful for small companies who have only one or two management personnel performing multiple tasks. Placement firms often offer a “guarantee.” If the new employee does not work out…you don’t pay.
   
   
2. Pay current staff to refer their friends. Chances are good that your employee who is already doing well in the job will know other people with similar talents. They may have worked with them in another setting or mingle with them socially. An added bonus: if they already like each other, you eliminate the “learning curve” and time of having employees get to know each other to establish a working relationship.
   
   
3. Pay higher wages. No, I don’t mean break the bank. A little money will do. It is amazing that a dollar or two will often be the deciding factor for job seekers when considering multiple offers. This is especially true in entry-level positions where wages are more the driving force than benefits or retirement planning. By paying slightly higher than the competition, you will attract higher caliber employees and have shorter training time and less turn-over.
   
   
4. Advertise in industry/trade journals. It is likely that your competitors have these journals available in the break room, on the bulletin board, or as a pass around. Good employees keep tabs on what is going on in their industry and may contact you for additional information. This provides direct access for an employee already familiar with your industry.
   
   
5. Create a brochure specifically for staff. A simple folded pamphlet that can be given to job applicants will enhance the perception of your organization. Include the benefits, both tangible and intangible, of employment at your firm. Outline any special events or unique opportunities of working at your company. Highlight existing staff in people-friendly pictures. Your employees will love the recognition.
   
   
6. Distribute the brochure at conferences and trade shows. Have a company booth at high visibility conferences or share booth space with another vendor. Leave the brochure on tables in the lobby and where participants have their coffee breaks or meals. This leads to positive PR and buzz about your organization. Even folks not looking for a job may consider a change if the “grass looks greener.” Attendees may also forward the brochure to a friend or relative that is looking for a position.
   
   
7. Provide additional benefits. Consider offering additional (but inexpensive) benefits to sweeten the deal. Some ideas: Adjust the summer hours for longer workdays Monday through Thursday so employees can have Friday afternoons off. Allow one employee per month an extra afternoon off based on productivity. Make it a policy that staff does not have to work on their birthdays. Arrange for travel or vacation opportunities at a discount through the company.
   
   
8. Emphasize flexibility. Many workers are drawn to jobs that allow some flexibility to schedule appointments during the day, catch a soccer game for the kids or just take a mental health day. Let recruits know that family time is a priority and management understands the multiple demands that most workers have. Relatively inexpensive, it provides big bonuses for recruitment and retention. Make it clear you evaluate performance on results…not counting the minutes.
   
   
9. Advertise online. Post positions online at local job search services. Update the information frequently and present some of the value added items of working at your organization. Testimonials for current employers enhance the credibility of the company culture. Many firms leave some openings online at all times just in case it produces a quality applicant that they want to pursue.
   
   
10. Provide valuable training for their resume. Make it clear that you are interested in employee development and their long-term career. It is relatively easy to offer additional training for staff at very little expense. There are numerous training programs available through seminar companies and continuing education departments of local universities. For smaller companies, it may make sense to collaborate with other groups to arrange speakers for on-site education.
    

Partner with a local day-care to offer subsidized childcare or special access. Many daycares will offer special arrangements to companies that will guarantee a number of customers. Adjust work hours to make sure that quality daycare is available. Staff will often make employment choices based on the ease of coordinating care for children.

For more strategies to recruit quality staff, click here.

Barbara Bartlein is The People Pro and President of Great Lakes Consulting Group. She offers keynotes, seminars and consulting to help you build your business and balance your life. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at http://www.thepeoplepro.com/

Published in Networking Today, November 2007

Unleashed! Expecting Greatness and Other Secrets

By Gregg Thompson with Susanne Biro

Management futurists are fond of predicting a “War for Talent.” They foresee a time in the near future when organizations will be battling for their very survival in the arena of top performers. I agree. Organizations will increasingly face debilitating shortages of talent; however, I also believe that this war can be fought and won primarily within the organization itself. Look around your organization right now – in the cubicles and down the hallways, in meeting rooms and labs, on the factory floor – any place where people work you will find enormous, untapped potential waiting to be developed, waiting to be unleashed! This is the job of the Leader Coach. This is your job.

Coaching has received a great deal of attention over the last several years. As today’s fastest growing human development process, it is quickly becoming an essential competency for leaders at every organizational level. Why? Quite simply, because coaching produces impressive results. Yet, despite the growing popularity of coaching, there are precious few managers who actually make it a significant part of their day-to-day activities. In fact, many organization leaders are unable to distinguish true coaching from ordinary conversations. As a result, they find themselves ill-equipped to do what is now being asked. It’s not that they lack the requisite interpersonal and leadership capabilities. It’s simply that high performance coaching demands more than relating well to others and providing constructive feedback.

However, we can all recognize great coaching because it is likely that, without giving it a name, we have each been the recipient of it at some point in our careers. Consider for a moment your own career successes. Who were those few special people instrumental in you becoming the person you are today? Perhaps your mother, your high school math teacher, or your first boss comes to mind. Regardless of their formal title, these people were your coaches. As you reflect upon these unique and rare individuals, can you identify what it was that earned them the title of coach in your life? I have asked this question of hundreds of senior managers and I routinely hear the following in response. My best coach:

• Was honest and straight-forward (Authenticity)
  
  
• Was fully aware of and confident in his/her unique gifts and talents (Self-esteem)
  
  
• Had a genuine interest in me and my success (Noble Intention)
  
  

When I ask these managers what their coaches did to help them reach significantly higher levels of performance, I usually hear at least one of the following responses:

• They expressed a belief in my gifts, talents and potential (Appreciation)
  
  
• They challenged me to find or create opportunities to more significantly deploy my gifts and talents (Confrontation)
  
  
• They expected great things from me and held me responsible for living up to my own highest standards (Accountability)

The two things I never hear? Gave me advice or told me their war stories. Incidentally, these are the two things we most often do and label as “coaching” in organizations. Coaching is not simply giving that great piece of advice or telling another how we did it. It is a way of interacting with others that sees them at their very best; confronts them with all their gifts, talent and potential; and then holds them accountable to becoming the very best version of themselves.

The truth is we all already know what great coaching is; we know it because we have at one time been the recipient of it (or at the very least we have experienced its opposite and so know first hand what is ineffective). Managers do not need to learn coaching skills as much as they need to be more intentional about being the kind of person their own best coaches were in their own lives, and discipline themselves to be that person more frequently in the lives of others.

There is a war for talent, and as the baby boomers increasingly leave our organizations, the need for qualified leaders who can attract and develop talent will continue to grow significantly. It is a war that will be fought and won by those unique and special individuals who can coach others to their highest level of performance. It is a war can only be won by you, the Leader Coach.

Consider This:
Think for a moment about your staff, co-workers, boss, and customers. Think about your interactions with them, about your influence on them, and the impact you have on their working lives.

• In what ways are you important to them?
• Do they perform better because of their relationship with you?
• Would others call you a coach?
• Do the people with whom you work believe that you have their best interests at heart?
• Would others attribute their career success to you?

Gregg Thompson is the President of Bluepoint Leadership Development. He can be reached at greggthompson@bluepointleadership.com or 513.289.0141. Susanne Biro is the Director of Leadership Coaching at Bluepoint Leadership Development. She can be reached at susannebiro@bluepointleadership.com or 604.983.2923. You can order a copy of Unleashed! at www.unleashedthecoachingbook.com.

Published in Networking Today, November 2007