Five Principles for Building a Strong Network

We’re living through a period when just about every organization is reevaluating the way it does business and restructuring for some combination of productivity, lower costs and innovation.  I was coaching a group of leaders in one such organization this week. We concluded that the strategic management of one’s network is critical in this type of environment. But, let’s be clear.  I’m not talking about a game of whoever has the most people in their LinkedIn account wins.  Rather, it’s about asking the questions, “What am I trying to do and what kind of people can help me do it?” and then acting on the answers.

The leaders and I identified five principles that we think are non-negotiables in building a strong network.  Here’s the list:

Relevance:  These days, most people don’t have the time for the “nice to have” conversations.  They want to talk about and work on things that matter.  To network effectively, you need to work on something that’s relevant and be able to explain why it matters to the people who can help.

Declarations:  Make very clear declarations to your colleagues about what you’re trying to accomplish and why.  Most of the people who can help you will be two or three degrees removed from your immediate circle of colleagues.  The only way you’re going to find them is if the people in your first degree network clearly understand what you’re working on and help you make the connections.

Requests:  So, it’s very important to be clear in your requests of the people in your networks.  (e.g.  “I’m looking for experts in structuring joint ventures so we can bid on a new government contract.  Do you know any experts like that or could you connect me with people who would?”)  Make it easy for your colleagues to help you by making clear requests.

Offers:  Karma is just another word for reciprocity.  Be tuned into what your colleagues are trying to accomplish and be prepared to make offers that could help them.  Offers and requests are what makes the world go round.

Trust:  And trust is the lubricant that makes the offers and requests work.  The linguist, Fernando Flores, once defined trust as the intersection of credibility, competence and sincerity.  To be effective with your network over the long run, you have to deliver on your commitments, demonstrate that you have the chops to do so and act with positive intent.  (Flores, by the way, is one of the thought leaders who first delineated the importance of declarations, requests and offers.)

That’s our list of principles for building the kind of networks that leaders need now.  What would you add to the list?

Comments

[Dan McCarthy]

Scott –
Awesome piece on networking! And congratulations on getting picked up by SmartBrief.

[Hal Gill]

Very timely article.
I'll be passing it on through my networks.

[KyariKon]

Dear Mr. Eblin:

A very insinuating and inspiring writing on the essential principles that build a strong network!

Would like to add two more, if I may:

・　Integrity
・　Character (no particular order)

These two relate to the nature of the networker.

KyariKon, Exec. Coach, ICF
Chiba, Japan

[Jason Frankena]

Nice summary of the means to hone networking and foster productive relationships. I, too, will share with my friends and colleagues.

[Karen Schutz]

Great piece...I receive requests to 'linkin' and if I speak with the person, my "pearl of wisdom" is that a good network is driven by fostered relationships over time - not who do YOU know that can help me NOW.

[Scott]

I really appreciate the comment about (offers) karma. I try to use this concept as often as possible. If I can help someone with their project and they can help me with mine we both leave rewarded and with a good "feeling inside."
Golden Rule, Karma, or whatever you want to call it is a good way to live life.

[Andy]

I would add "face time". This sometimes gets lost with all the means of electronic communication now available to us. I found this to be the case in my last career where I often played the road warrior, and it's especially true in my new life. You can't build the same rapport over the phone or email that you can over a cup of coffee.

[Douglas G. Shaller]

Scott,

I have to admit that when I see people with 300-500+ contacts I'm "wowed!" However, it's probably highly unlikely all these contacts are actively helping the contactee and via-versa. When it comes to networking, big numbers don't mean anything... it's about the quality of the relationship and how you work with them. Thank for a fabulous article!

Douglas G. Shaller
Business Development
from the garden capital of the world... New Jersey

[Oliver T. Hellriegel]

Scott,

great article on networking. I hope lots of people will follow this advice.

[marianne oconnor]

Agree that "face time" is a good addition to the list. Also, to amplify the "offers" principle, I contend that the eight most important words in building strong networks are: "How may I be of help to you?"

Most people think about what they want to "get" out of their networks. What a grand world it would be if we all created our networks to "give" to others in ways that are meaningful to them.

[Wendy Burkett]

Really good insight on networking. I will share this with my network team in Denver.

[Karen]

I've been asked to do some sessions on what I might call "real networking". I'd like to include. Thanks, Scott!

[Amy Showalter]

Very helpful, Scott, thanks!

As one who sees networking in the world of politics, I would say a hearty "Amen!" to the "offers" aspect of networking. And, the research shows us that what we offer has to be personal and significant to someone else to matter. Plus, we are now seeing that it has a shelf life, fair or unfair. Yes, people forget the favors we do for them. That's whay the face time referred to above is so critical.

Regards,

Amy Showalter

[Sheila Cox]

Scott -

Great list! I would add clear goals. What is it that you seek to accomplish? How, exactly, will networking contribute to those goals? How will you measure achievement?

Sheila

[Max Glenn]

Scott

I will share these excellent insights with my team.

With the additions in the comments we have a very good list.

Using the Golden Rule is basic in building relationships and in building trust.

[Kitty Wooley]

Cultivation: Human networks are organic and require tending to reach their potential. The most mutually valuable networks are seeded, weeded, and watered before they are needed.

Talentspotting: Networks convey capacity. Know what your organization needs, not just what you need. Keep an eye out for specific talents all the time, even in places where you wouldn't expect to find them, and invite those talents into your network. That makes them easily accessible and may help the people develop further (one of the leader's other jobs).

The above implies another big driver of trust, Respect.