Networking vs. Relationship-Building: The Difference is Subtle but Significant

By Mark Goldstein

© Robert Kneschke - Fotolia.com

We all like to tell someone “I know a guy” or “I know a lady” who can exceed that person's expectations with price, selection, or service. The reason is simple -- if the person we recommend really comes through, then we are the hero. We recommend people we trust; we trust people we know well. The only way to get to know someone is to actually spend time with them to build a relationship. No one in their right mind would risk burning relationship collateral by referring, much less recommending, someone with whom the extent of the relationship is having their business card.

Today, the buzzword is “networking,” and the idea is to connect with as many people as possible who need and want your product or service or who will introduce you to others who do. This is accomplished by attending face-to-face meetings and using social media such as Facebook and LinkedIn. The problem is that people who attend these meetings, or who regularly use social media, all want to sell -- not be sold. When I speak at these types of meetings I sometimes ask, “How many of you have a product or service to sell?” and almost all of the hands are raised. Then I ask, “How many of you came here today to buy something?” and no hands are raised.

So how can you get the most out of networking? Simple, Don't network. Relationship-build.

Since no one attends networking events to buy, don't try to sell. Rather, attend these types of events with the purpose of wanting to serve. Zig Ziglar says, “You can have everything in life that you want if you just help enough other people get what they want.” Use these events as opportunities to identify people with whom you want to meet again to get to know them better and to explore ways you can bring value to them either professionally or personally. Use social media as an opportunity to present helpful tips and become known as a problem-solver. When you meet with people, ask questions and genuinely take an interest in their stories. Remember, people spend tons of money going to counselors with whom they can just talk and who will listen. Just listen to people and you will gain their friendship, confidence and trust.

The bottom line is that few people enjoy making cold calls. Referrals may get you in the door, but recommendations put money in your pocket. Spend your time developing relationships rather than networking and you'll never have to make another cold call.

Mark Goldstein is the president of the Central Florida Christian Chamber of Commerce. E-mail:

mark@cfchristianchamber.com.

5 keys insights for working with digital natives

By Michelle Manafy

Neustockimages — iStockphoto

Between all generations lie gaps. Yet today many individuals and businesses face a massive one. The digital native generation -- those who grew up immersed in technologies such as computers, mobile devices, and social networks -- are becoming our dominant employee and consumer base. That means digital immigrants -- those of us who didn’t grow up plugged in -- must navigate an altered landscape to successfully work with them. These insights will help you understand how to leverage the digital native worldview to achieve your business objectives:

1. They live publicly online.

Businesses must address the expectations of those raised in social networking environments, in which they routinely share activities and opinions with a potentially limitless group of friends.

Tip: Capitalize on digital natives’ openness. Understand their inclination to live publicly, and guide those activities so they are consistent with business objectives. Structure employee activities and customer interactions to put this openness to good use.

2. They share knowledge.

Despite much hyperbole about social media and marketing, many organizations limit or ban the use of social networks on the job. This shows a fear of exposure and a lack of understanding of how to channel this generation’s knowledge-sharing inclination.

Tip: Craft guidelines for appropriate use of social networks. Social media and collaborative ways of working can help companies capture otherwise transient knowledge. The old adage was “knowledge is power.” For digital natives, “knowledge shared is power.”

3. They believe transparency yields trust.

Because digital natives live publicly and value knowledge sharing, organizations that demonstrate transparency will attract and retain them as employees and customers. Digital natives make new friends, followers, and fans every day. Remember that it takes a lot of work to maintain a genuine relationship. If digital natives dislike your brand, they will make it publicly known. Luckily, the reverse is also true. Ultra-connected consumers look for organizations that listen, respond, own up to mistakes and maintain authentic relationships.

Tip: To attract and retain this generation as employees, recognize that the best of them monitor opportunities and discuss employers online. For recruiting, this can provide insights into who are the best, brightest, and most social-media savvy. For retention, employers can leverage these same tools to ensure they are competitive in the market.

4. They are timely, not time-managed.

While most people are painfully aware that the line between "at work" and "off duty" is increasingly blurred, digital natives will move beyond work-life balance to a new sort of work-life integration. Work and social activities are with them anywhere, anytime. Digital natives may log more hours at their computers during the course of a day than those in previous generations, but switch back and forth between work and leisure in short bursts. Though this may strike some managers as inappropriate, it helps to realize that while an older worker might head to the break room or a co-worker's desk to clear their head, natives are more likely to catch up on a quick burst of Facebook updates.

Tip: Companies that emphasize collaboration, learning, and socialization will see benefits in comparison to those that focus solely on productivity. Work can be constructively influenced by the expectations of younger workers.

5. They believe in interactions, not transactions.

With all this socializing, one might begin to wonder how any business gets done. But it does. Organizations that develop good social skills will have a competitive advantage over those that don’t. One essential quality is recognizing that this generation is not interested in transactions -- exchanges of money for goods and services. This generation is interested in interactions.

Tip: Unlike a transaction-based system, an interactive one is based upon social currency. Businesses will need to embrace interaction, from marketing to product development and content creation. This generation wants to do business with companies it views as friends and expects to see its ideals and objectives reflected in the companies it chooses to do business with.

While many digital immigrants whole-heartedly adopt digital tools, it is not simply emerging technologies that must be mastered. Lifelong immersion affects the mindset, behavior, and expectations of digital natives. To succeed in business with them, we must understand and build models based on this native culture.

            

Michelle Manafy is director of content for FreePint Ltd. and co-author of Dancing With Digital Natives: Staying in Step With the Generation That’s Transforming the Way Business Is Done.

Do you have expert advice to share? E-mail Kristen.