I'm so confused!

It’s hard to go anywhere these days without bumping into social media in one form or the other. Many business leaders feel the urgency to understand the concept, but they are also trying to understand the real business value.  As a leader, it’s up to you to spot the trends that give your business a competitive, strategic edge.  This one is hard to miss, but at this stage, it’s even harder to quantify.

Still social media is an inevitable part of the future.  Why? The tools will come and go, the leading players will change, but the larger concepts related to the power of community, the opportunity for global visibility and the value of superior content are much too compelling.  For better or worse, businesses are going to start deploying social media strategies.  So rather than getting stuck on the merits of specific tools (maybe Twitter just isn’t for you), look at the larger picture.  There are practical ways to leverage social media that engage employees and customers, accelerate change initiatives and increase the value of intellectual capital.  It’s okay to be skeptical, but consider four points that underscore social media’s potential:

Why should you care about social media?

1.   Connection

Social media creates an unprecedented opportunity to connect with your current and future workforce/customer base.  The “millennial” generation lives online and socializes in virtual communities with shared interests.  If your business strategy depends on building substantive relationships in that market–with your future employees or customers, you have to play effectively where they play. But social media isn’t just for kids; the segment most likely to join Facebook these days: women over 50 with disposable income.

2.   Sharing

Social media is all about sharing information.  What makes this medium compelling to businesses is the ability to capture and leverage data—both quantitatively and qualitatively–to anticipate the trends and market shifts that affect business strategy. In a customer-focused marketplace, the ability to understand the needs, preferences and concerns of key market segments is extremely valuable.  Whether its employees, customers, consumers or competitors, everyone is talking and social media provides high quality listening tools.

3.   Knowledge management

Employees represent a substantial business investment. The power of communities lies in high level engagement with an interested audience.  By building effective relationships and harnessing this power in a deliberate way, you have an instantly accessible, experienced virtual team for problem solving and crisis management.  Engaged employees are more likely to share their knowledge and their experience in a productive way.  Shared legacy knowledge benefits the community and the company.  Added benefits, people who feel they contribute feel valued.  They are more likely to stay longer and add to a company’s bottom line.

4.   Change management

Engaged employees are more open to change.  A second real benefit to highly engaged communities; they serve as an advanced communication channel to alert your most engaged employees of upcoming change.  They spread the word and help you anticipate the impact on the larger population.  Since change is an inevitable part of the business landscape, companies that manage change better than their competition have a built-in advantage.  Change that happens effectively increases morale, accelerates adoption and is cheaper and less disruptive to your operations.

In a struggling economy, when most businesses are focused on the short-term, conversations about employee engagement, community connections and intellectual capital seem luxurious, maybe even indulgent.  But possibility lies in the future. While you take care of the immediate needs of your business, take time to consider the longer view.  The tried and true strategies for acquiring and retaining employees and customers today will remain. But new approaches fueled by social media will help you position your firm to grow along with new markets and gives you an extra edge over your competition.

1. Have a plan.  Every digital tool has a specialized audience of heavy users. If you don’t have a clear business plan, with clear objectives achieving results is unlikely. Decide your target audience and then pick the tools that provide access to those people/organizations with whom you wish to do connect.  Also, create a digital baseline.  Start by “googling” yourself and your website to see where you stand today.  It might surprise you.
2. Don’t try everything, try a few things and do them well. As a small business person, time is at a premium.  We never have enough of it and what we have we want to use earning revenue.  It’s better to select one or two “channels”, use them well and then expand your toolbox as you identify the tools that yield the best results.  This means taking the time to master the functionality and the etiquette associated with your tool choices as well as committing to regular use.
3. As with all things in life – nothing is free.  As a dear friend of mine, Dave Wieneke, always says “If it’s free, you’re the product”.   What does this mean for the small business?  When you used social platforms, they collect your data and many “own” your content.  Tools like Facebook are data collectors designed to determine your “likes” and “dislikes” based on your online behavior. Their goal is to create ever-more tailored advertising content that suits your preferences and is delivered directly to your desktop.  When you build a business solely on top of one of these platforms; you give up lots of control.  If you are cool with all this – fine.  If not, buyers beware!  Generally we recommend you use social platforms as “outposts” leading back to your professional address.
4. Digital environments at driven by algorithms. If you want visibility in a sea of “content” search (SEO aka search engine optimization) is a key factor.  What does a search engine detect? Among other things: online activity + keywords that many people select for search, websites with lots of visitors, blogging, blog comments, tweeting, link sharing, pictures, videos, podcasts, activity on recognized sites like Google + (as the heavy hitter in this space, Google dictates the parameters).  Choose content-sharing channels that search engines recognize so you get more visibility for your efforts.  Also, when building website or blogs, make sure your technology partner has experience optimizing the site for search.  Conversely, this also means you have a lot of data available to you related to your site(s).  But there are obvious costs and trade-offs.  Tools such as Google analytics are “free” – but they require work to set-up and also to monitor.  It also means Google will have access to your analytics as well.
5. Networking takes work.  Online, offline; no matter, networking is hard work.  It’s a fallacy to assume digital = easy.  Building a useful, productive network takes time and forethought.  Add people to your digital channels strategically and thoughtfully, then use your chosen channel(s) to deliver meaningful content that a) is timely and useful info your network will appreciate b) displays your “quality of thought”.  The advantage of digital channels, you can update many people with one status update.  Not everyone will look at your updates all the time, but then, not everyone notices newsletters, emails or voicemails.  Digital channels simply provide additional “touch points” that allow you to maintain contact with individuals that have chosen to share a network connection with you.  That makes digital connections richer in some ways because of the implied “permission” to keep in contact and share content when a digital invitation gets accepted.
6. Digital channels provide the possibility of amplification and acceleration.  With millions of users per tool, the possibility exists for higher levels of exposure for you, your business, your content, and your products.  Thus the extreme appeal of digital.  Two things to keep in mind a) the highest ranking YouTube video at 300 million users isn’t business related b) this environment is not unlike the stock market – part formula, part luck.  If you really want to gain “marketshare” you need to understand the market drivers and even with this knowledge, you could still lose.
7. Devices matter. Mobile, e-readers and tablets are supplanting laptops (just forget desktops, they are dinosaurs) as the device of choice for many.  Any strategy you develop should consider these formats as they are increasingly the entry point for search and information delivery.  When you upgrade websites, make sure to think about mobile formatting so you can maintain your site’s integrity regardless of the device.
8. Just when you get things settled, they will change again.  This environment doesn’t stop evolving – ever.  It’s very much the wild-wild west and we don’t see this changing any time soon.  Here’s your challenge – as the market continues to evolve and digital is increasingly the way buyers look for content, goods and services – the way new clients find you will change as well.  Think about your career timeline.  How long do you wish to maintain your professional vitality?  If your answer is more than 2 years, not going “strategically” digital will impact your chances of meeting your goals.

1. Just because the students consider themselves “digital natives” doesn’t mean they know anything useful about the internet and how it works. Set up your teaching plan assuming you will need to educate your students on the basics. While all of them are outfitted with lots of devices, few of them have done anything but consume online content. They lack a real sense of the inner workings of the online environment and many have an over-confident view of their internet knowledge. A good grounding in the internet (infrastructure, data use, current tools and how they function, demographics, devices/delivery systems, SEO, social gaming, location-based marketing, etc) is essential if you want to prepare your students for successful social media careers.

2. Avoid text books. Use the content of the medium – blogs, podcasts, videos, etc. It helps familiarize your students with the environment and the thought leaders in the field. It also emphasizes the changeable nature of this world. Teaching your students to stay current is an essential part of their preparation.

3. Avoid focusing solely on the tools; emphasize the functions in relation to the desired business objectives. Everything in this field is moving at the speed of light. Tools come and go quickly…you will become acutely aware of the industry changes from semester to semester driven by device design, application innovation and creative use of the tools. Leave yourself open to take advantage of whatever is “hot” at the moment so your students get used to assessing new things quickly to determine viability for their business purposes. This is particularly important as early adoption can provide a distinct market advantage for savvy marketers who are comfortable taking educated risks.

4. Recruit a team. The world of digital marketing is about collaboration and community. The field is SO diverse that having a “team” of experts allows students exposure to many different points of view and a higher degree of expert knowledge; adding a much richer learning experience for everyone. This “collaboration” helps students build their professional network and it helps the practitioners scout talent and get fresh ideas. It also prepares students to examine their own discipline preferences as they look for jobs.

5. Apply the learning to real “clients”. Experimentation is an important component to social media marketing but it doesn’t have to be “theoretical”. There are plenty of small businesses willing to partner with your class in exchange for help designing digital marketing strategies for their organizations. When students work with real business people faced with real market challenges, it’s exciting. Tie the work to business objectives and budget requirements and it adds value to your business clients as well. This is a great way to build resume material and intern/job possibilities for the students while cultivating productive business relationships for you and your institutions.

• First, you have to learn how to manage yourself. Trust me, it is very tempting to hit that snooze button a few extra times but you have to live by a structured schedule. Pretend your boss is waiting for you to log in (which is highly possible). Hold yourself accountable to log-in to meetings on time and contribute to make yourself heard. Remember, since they cannot see you it is easy to forget that you are on the phone so ask the right questions at the right time.

• Second, find ways to make yourself visible in an invisible environment. Check in with your team by asking for advice and feedback. Collaboration will make you more visible and help to build a strong network.

• Third, brace yourself, because at first, virtual work can be very lonely unless you reach out to your co-workers. Envision yourself walking through the rows of cubicles and striking up a conversation with someone in person. Then figure out if you should call, instant message, Skype, text, tweet or email that person so you can be social. Just because you are remote, doesn’t mean you can’t connect.

• Finally, when the invisible line of work and home is hard to distinguish, it becomes easy to never stop working. Take lunch breaks, end work at a reasonable time and put down your mobile device to create the separation. In the end, while there are many differences you might find that virtual work can be just as fun and rewarding – we’ll talk more about that next time!

What’s your experience with virtual/remote work? Tell us your story!

Phase 1 – Assessment:

Take time to assess so you can develop a plan that aligns with the business.  If your organization has multiple lines of business, target a small, defined business group with which you have a trusted relationship and use them as a pilot group to define, “road-test” and refine your process.  Starting with a small pilot is more affordable and takes fewer resources – so it is less demanding on your team and easier to justify the budget expense.

Total estimated time for assessment: 30 – 60 days

Phase 2 – Pilot Planning and Execution: Once you have identified your pilot group and gathered assessment data; build your pilot plan based on priority rankings determined during your assessment phase.  Address the highest identified risk areas first.  Include components that address the people, process and technology.

Total estimated time for pilot: 90 days

Phase 3 – Pilot Project De-brief and Pilot expansion: Once you complete your pilot group project, analyze the data and integrate the lessons learned – it’s time to expand the pilot to the next identified critical risk area on your list.  Develop a comprehensive communication plan to share the results from the initial pilot with a broad audience within your organization.  Make sure to include influential, well-respected individuals who will endorse your work, help you spread your message and garner executive support.  Also make sure you give your pilot group plenty of public recognition for their participation.

By taking the approach of working with strategic partners who trust you – while simultaneously communicating early wins – you are better positioned to make a stronger business case for additional resources as you need them. As you expand your efforts and gain credibility, the momentum you generate will help you to silence detractors.  In addition, publicizing the positive outcomes will attract the attention of other business areas that may then approach you directly for assistance.  This is a side benefit that helps accelerate the adoption process for your project and quickly increases executive support for your efforts.  And if your organization experiences data privacy challenges during this time – this pilot prepares you to manage the crisis in a professional and timely manner.

• What are the main considerations when setting up governance?
• Who needs to be involved with the discussion?
• Establishing ownership is an important business decision.
• Conducting a risk assessment of the current environment.

The importance of continuity and sustainability in regards to an organization’s approach to these tools.
What are the main considerations when you are setting up governance?

First consideration – there really are no best practices. While many companies are feeling the urgency to use social media, governance is often neglected, ignored or overbuilt. Regulatory agencies are in the same predicament as most companies. They are learning as they go. Early writings provide some clear guidelines (e.g. FDA, FINRA Regulatory Notice 10.06 and Massachusetts 201 CMR 17.00) but much of this may transform as the technology continues to evolve, ecommerce expands and global forces have their say. While it is always good to “comparison shop” and look at how other companies are handling these issues, be wary of “silver-bullet” solutions. Evaluate using a simple test:

• Is the system measurable and reportable?
• Is it tied to business strategy and likely business uses for the organization?
• Does it fairly balance business advantage with business risk?
• Is it simple enough that the average user can easily comply?
• Is it designed for easy up-dating…as everything in this area should be evaluated frequently to ensure its relevance?

Second consideration – governance and user policies are different areas for consideration. Social media governance is an enterprise concern and it requires executive participation to allocate the necessary level of organizational clout and top-level resources to ensure success. Policies are tactical. We recommend companies develop executive steering committees to determine governance while leveraging existing technology use and proper business conduct policies to cover users.

Third consideration – seek guidance from experts who understand these technologies in a broad market sense and who understand how your business works. There is no point in investing in these tools unless you actually intend to use them. They take time and resources to deliver ROI. In addition, the power comes from long term engagement, not periodic use. The most effective business strategies have a longer horizon than most companies realize. This is not a job for an intern or a non-strategic thinker. Poor management of these tools has potentially serious consequences as mistakes are amplified. Seek resources with considerable skill, expertise with the tools and knowledge of the regulations your companies face. If you don’t have in-house talent seek outside subject-matter experts with practical business knowledge.

Fourth consideration - passive vs active approaches present different levels of risk. Social media is extremely versatile and companies reluctant to adopt a high-profile presence can still take advantage of these powerful tools. Adopting a passive approach is one way to get started. Passive social media users take advantage of the content and the accelerated speed of delivery through twitter and Google searches; blogs streamed using RSS feeds and targeted use of tools like LinkedIn for recruiting talent and collaboration. It makes good business sense and is pretty low risk. Actively posting content, publishing blogs, uploading to YouTube, building facilitated communities and soliciting followers introduces higher risk. Lock down is not the answer; determine the solution that’s right for your organization by carefully considering the business goals vs the appetite for risk.

Who needs to be involved with the governance discussion?
Unsurprisingly, a collaborative approach at the enterprise-level usually yields the best business results and can also significantly reduce overall risk. One caveat, the key word is collaboration. We recommend an executive steering committee comprised of key players that don’t normally cooperate easily. Look at your organization to determine the appropriate participants. We think the list should include some combination of HR, IT, Risk, Privacy, Compliance, Audit, Legal, Marketing, Investor Relations, PR and Security along with representatives from any business areas utilizing the tools. As these tools touch so many business areas and represent layered risk, anything less leaves an organization vulnerable. You also need someone with real-world; up-to-date understanding of the tools and the latest user trends to provide subject matter expertise and a highly skilled moderator/facilitator so the group remains productive.

We also counsel businesses to treat governance as a corporate responsibility because of the potential impact to brand integrity in the event of a problem. In a web 2.0 world, a company’s response to a mistake or a negative campaign is vital as missteps can amplify and accelerate a  negative message (e.g. Nestle vs Greenpeace).  Companies engaging in social media need to prepare for this possibility in advance as there is no time to create a coherent plan once a problem occurs.

Establishing ownership is an important business decision:
As part of the governance process, ownership must be established to ensure a single entity manages these tools. Social media is extremely powerful and should not be maintained by interns or non-strategic employees (even very skilled ones). Ad hoc use increases corporate risk ten-fold. While marketing is a natural early adopter; sales, PR and HR are also becoming heavy users. IT may manage the platforms and the vendor relationships and they will certainly use the tools for collaboration, but they are far removed from the business applications. Choose a social media business owner within the organization who can:

• chair the steering committee in a productive manner.
• strategically analyze social media data and synthesize it for executive use.
• analyze risk factors and elevate concerns professionally.
• evaluate regulatory statutes in relation to the sanctioned tools.
• manage crisis using sound professional judgment.
• balance long term needs with short term concerns.
• balance the business demands with the risk concerns.

Conducting a risk assessment of your current environment:
Once you have a designated business owner, now you need data. Like it or not, your employees are undoubtedly utilizing social media in some form within your company today. Handhelds, iPads and netbooks have reduced our dependence on desktops and keep employees connected 24×7 regardless of their physical location. To ascertain the existing organizational risk, we recommend the designated business owner conduct a preliminary assessment to allow for a quick analysis of the existing risk. Don’t get too bogged down by this, you only need enough data to get started. Schedule the assessment concurrently with the formation of the steering committee. Once you have the steering committee, ongoing risk assessments should be a continued part of any agenda because of the changing environment. A sample of useful data includes:

• a catalog of the tools currently sanctioned by the company.
• how they are used within the business and any known associated risks.
• a list of the current tool “owners”.
• any security protocols and user policies in existence.
• data associated with or stored in the tools along with a list of who has access.
• any outstanding or pending issues (related to regulatory or even internal audit complaints) associated with the tools.

The importance of continuity and sustainability in regards to an organization’s approach to these tools. A distinct difference between social media and more traditional, static technology is the high level of engagement demanded to achieve the maximum ROI. Building engagement takes time, there is no short cut and once it is achieved, it must be facilitated and maintained over time for it to continue to provide value. Choosing to utilize social media effectively requires a long term business commitment of resources, analysis and oversight. As long as social media is an active part of a company’s business strategy, this will not change. Sufficient executive sponsorship, budget resources and ROI analysis are key elements to business success. Companies unable or unwilling to devote this level of commitment should a) maintain more of a passive presence and avoid more visible, active participation in social media or b) avoid it altogether.

As today’s business students prepare for their future careers, new professions are opening up in social media even in the most mainstream businesses.  Companies, eager to create an “online brand presence”, clearly understand the need for educated resources who are comfortable online whether its developing and/or managing social media sites, online communities, blogs, podcasts, video sharing, twitter feeds, SEO, data mining or whatever.  You pick the forum.

Since all of this is evolving territory and “systems” change as fast as the tools themselves; there is no textbook to teach the how-to’s.   Practitioners have to be nimble, inquisitive and endlessly fearless to try new stuff.   As there is no “box”; thinking outside of it is a given.  As a business professor, I love to encourage my students to develop the curiosity and discipline they need if they wish to maintain relevance long term.  I developed the “weekly quiz” drawn from Mashable and TechCrunch to guide them to think about online news as a business commodity – just like a banker reads the Wall Street Journal.   Instead of a general news source, we use the online news that writes with an eye towards the business implications and cutting edge creative breakthroughs associated with the new online world.  Who’s pushing boundaries, who are the next great players, what’s the hot new thing, what are the current trends?  That’s what we want to know.

How well are you keeping up with this fast-moving, ever-changing environment?  What are your favorite resources?  Let us know and have fun with the quiz; I know my students certainly do…lol.

Weekly Quiz #6 – Bentley University MK-361 e-Marketing class
1. What’s up with Angry Birds?
2. IntoNow gets 1M – 1M what?  Who are they and what do they do?
3. What is up with Twitter??

Work-arounds in tech parlance are “temporary” solutions to software problems.  Something stops functioning and someone creates a solution that by-passes or “works around” the immediate problem so activity can resume.  While this takes care of the immediate pain, it doesn’t necessarily solve the systemic issue causing the system to break down.  Work-arounds are, by nature, quick fixes, designed to alleviate the immediate crisis and satisfy cranky users until, theoretically, a longer term system solution gets developed.  But once the immediate disaster is averted, often we forget about the systemic issues because we are on to the next urgent crisis so “work-arounds”, the supposedly temporary fixes, become the new normal.  Someone once told me that in technology, nothing is ever perfected and the need to speedily deploy products to a highly competitive, lightening quick marketplace has created a culture of “good enough” or in my words – acceptable mediocrity.

Buggy technology is the norm – as witnessed by the myriad of market blunders: Microsoft’s Vista operating system, iPhone 4’s antenna, Facebook’s security and Twitter’s data breach – to name just a recent few.   When customers express concerns about online use of personally identifiable data (PII) and other stuff like security for cloud computing it’s hard for me, a die-hard geek, to express an upbeat opinion without considering the potential issues surrounding them.  What exactly does “good enough” mean for these tools and technologies?   It scares me, and I really like this stuff.  So it is hardly surprising there is anxiety in the average user who is a bit removed from it but is getting pushed to use it for really personal things like online banking and medical care.

Workaround are endemic today.  Moving well beyond technology and seeping everywhere, like airlines and the DMV.  But are they really the best answer?  Are we so used to work-arounds that we have forgotten the benefit of creating elegant systems that function without Virgin Air bags and blue tickets?  In an age interested in driving maximum productivity out of the workforce, out of our technology, out of every corner of business, perhaps it’s time to start to examining the systemic issues that are the root cause of system crisis.  Then perhaps we can spend less money fixing problems and more money on new stuff that actually works.

Technology is a tool, which should ultimately enable, not disable business.  We sometimes forget that we can choose the tools we use. And while no technology is perfect, many really can provide tangible benefits if leveraged correctly.  But when companies adopt technology without a clear strategy; when they don’t tie it to business objectives; when they don’t provide adequate user training; when there is no reporting structure; and when user policies are ill-defined or overly complicated everyone loses.  It’s true that new technology represents change and we all know change impacts productivity, but most rational people can adjust if they feel their lives are better for it….what drives people crazy is anything that makes their lives difficult.

Social media and all its associated applications are simply new tools.  They are very powerful. They can help your achieve higher levels of productive collaboration, greater team/client integration and increased workplace engagement.  They can provide salient, real-time client data; deliver useful business metrics; help you maintain contact with your network; and ultimate improve your productivity.  In addition, if you hire anyone 30 or younger, you already have employees that can help you achieve business value with the tools because this generation is so connected they don’t understand how to function without social media.  So not using their knowledge actually diminishes their value.  However, achieving ROI from any technology is highly unlikely without an operating model and a business plan.

Devising an operating model consistent with your business needs requires you objectively evaluate your organization and carefully review:

• Legal and regulatory requirements pertinent to your industry
• Your existing technology user guidelines
• Your existing governance policies
• Your  company’s current monitoring capabilities
• Security requirements for any new tools under consideration
• Specific risk considerations unique to your industry
• Any certification requirements that impact your users
• Business continuity considerations

This has to happen at the highest levels of the organization in order to provide consistency and a unified approach for everyone.  The best operating models are easy to execute, monitor and report upon.  They tend to rely heavily on basic, open-ended principles that require self-restraint on the part of your employees rather than complicated, dictatorial models that are hard to enforce.  They assume self-responsibility on the part of your users.  Operating models with user guidelines and governance policies that are unenforceable or for which compliance requires Herculean efforts lead to poor operating practice and breakdowns in operational productivity.

Business plans are equally important because they tie the tools directly to work.  This is an important concept – if a tool is to enable, it must be tied to a specific business objective so you can measure results.  You should be able to achieve the desired objectives, report on them and directly connect them with tangible business value.  If you can’t do this, consider an immediate re-assessment as poor tools can waste precious resources, alienate clients, and damage productivity over the long-term.  Good business plans help you hone your tool selection so you purchase tools that make it easier for your people to do their work.  Good planning, good training, and a common-sense operating model translate to better return on technology spend and higher over-all employee productivity.

The pace of innovation will not slow anytime soon as the demand for the next “shiny new thing” fuels ever more ambitious product development.   Rest assured new tools will continue to arrive in the market every day.  Developing a sound process for quickly assessing these tools so you can use them to your business advantage ensures whatever you spend brings you maximum return rather than wasting everyone’s time.

Having trusted advisors and colleagues means we don’t have to go it alone and it increases our chances to establish relationships that can help us in ways we can’t possible anticipate. Networks help us develop as professionals, grow as people, and function more efficiently day-to-day. They help us learn, they help us grow, and they help us navigate life’s difficulties. Networks are a vital part of life and very often they can help us achieve our long-term goals. But if networks clearly provide value and are such an essential part of today’s complex world, why doesn’t everyone have one? Simple – it’s because building a vital, useful network and maintaining it long-term is really, really hard work.

Successful networking is all about building relationships – something that takes time, courage, and commitment. It requires you go out into the world, meet people, speak with people, listen to people and share yourself. It requires you take risks and open yourself up to new ideas; prepare yourself to respect difference; and position yourself to consider undiscovered possibility. Professional organizations, mentor programs, volunteering, team projects, work groups, discussion groups, book clubs, conferences, workshops are all viable options.

In addition, in today’s world there are multiple virtual options that allow you to connect with a global audience you may not meet in person. You can join on-line communities related to your interests, comment on blog posts, participate in online discussion groups, or seek advice on LinkedIn, Twitter, Facebook or a myriad of other venues. Choose things that appeal to you, fit your lifestyle and your personality – try them out and if they don’t suit you; seek others that do. If you really can’t find something that works, you can always start something yourself. Write a blog, start a community, launch a discussion group, or form a dinner club. There are so many options.

Getting start can seem intimidating if this sort of thing is new to you. Here are a few steps that have helped us get organized:

1. Determine what you want from your networking efforts – while networks can serve multiple purposes overtime, it’s best to identify your main objective to give you focus.
2. Do a bit of research – don’t let this become such a distraction that it prevents you from getting out there, but identifying potential networking venues inside and outside your organization is helpful.
3. Ask your friends and your colleagues – they share your interests; know you as a person; and you trust them. It’s a natural place to start.
4. Jump in and try it – don’t over think it, attend with an open mind and give it a fair chance. Don’t go just once, go at least 3 times. You need data to make an informed decision and no one feels comfortable the very first time they attend something.
5. Go prepared – bring business cards and establish a goal (e.g. I will meet two new people before I leave tonight).
6. Keep an open mind – don’t judge until you have the facts to make an informed decision.
7. Don’t expect too much – relationships take time, don’t expect to accelerate the process, be realistic.
8. Participate – ask questions, show an interest, partake in the discussion, and raise your hand.
9. Converse with the intent to get to know someone – exchange conversation with the objective of getting to know someone a bit. When you see them a second time, be sure to pick up where you left off.
10. Don’t ask for things right away – it’s impolite to ask someone you barely know to help you find a new job. You can let everyone know you are looking, but let them decide if they want to offer help.
11. Be prepared to help – people are more inclined to help you if you have shown your willingness to help them. Be the first one to offer help and it is a lot easier to ask for help later.
12. Follow-up – after the event, send LinkedIn invitations to new contacts (if you had a conversation and you exchanged business cards this is perfectly appropriate).
13. Technology can help, but it is not a substitute for a relationship – whether you are connecting with people face-to-face or connecting online, trusted relationships are the key to productive networks.

Creating a connection with people using technology is possible, but it does pose interesting challenges. Our experience tells us that any relationship develops over time. Following a blog or a discussion group and commenting often (in a substantive way), starting discussions yourself and connecting with people who comment helps you to establish your reputation as a serious professional. Offering help, connecting through LinkedIn, commented on someone’s status updates are natural moments that strengthen relationships. Having a picture on your LinkedIn profile also helps – it humanizes you.

Finally, networks work best when you start building them before you are in crisis. It’s easier to look for a job when you have one; apply the same principle to networking. Build it before you need it so you can leverage it when you do. Establishing a robust network inside and outside your organization is smart and professionally necessary. Maintaining it even when everything is going great is even smarter so you are fully prepared for the life changes that are sure to come tomorrow.