If your contacts do not call back as soon as you
would like, it is critical that they are not badgered with demanding
follow-up calls. These are the types of calls that try to disguise
the real question: “I think it’s time that my efforts
to get some business out of you happened soon,” or, “What’s
taking you so long to respond to me?” If you want to build
rapport with other people, you’re doing more harm than good
when you call them and are impersonal or speak harshly. Instead,
ask productive questions and offer to help them in some way. These
types of calls can also be avoided by asking questions in earlier
conversations.

Another stumbling block in networking can be when
we rush communications. This occurs when we hurry off the phone
or send correspondence that is not carefully written. It tells the
new contact that you are trying to get through the process in a
cold and mechanical way. Even when we have long lists of people
to contact, it can take very little effort to develop a personalized
approach. Here are three ways to do it:

• Ask the contact how he or she wants the issue
  to be handled. Some people prefer that everything be done in writing,
  while others would rather receive a quick follow-up phone call
  or email about new opportunities that can benefit them.
  
  


• Check on new contacts regularly. In the workplace,
  many people are told to quickly deal with people without having
  a long-term follow-up plan in place. Often the long-term follow-up
  is more important. Mark your calendar for the next significant
  date on your contacts’ calendar. This might come a month
  before an important meeting or event where you will see them.
  When you call them, say that you hope to connect with them at
  the event, or let them know that you have useful information that
  would help them. When you see them, you can mention trade-related
  developments or news that would specifically help their company.
  
  


• Develop a networking game plan. New contacts
  often do not develop into anything important because there is
  no long-term plan in place. Keep a list of your contacts and develop
  a plan that is appropriate for them all. Then choose which ones
  will get unique treatment. For instance, you may see that effective
  follow-up with a contact may be looking for him or her at an upcoming
  business function, while another might appreciate a note with
  an informative newspaper or magazine article. Once you find out
  what is effective, build on what works and develop the skills
  you need, such as writing and speaking to make meaningful connections
  with those important people.
  
  
  


• Think about your strengths, learn what is effective,
  and build on what works. You may discover that you effectively
  network through written communications or are better at speaking
  to people at business functions. If you find any areas that need
  improvement, make sure to get help the help you need so that your
  networking will be fruitful.

Networking is a process, and you are constantly
developing, building, and cultivating relationships that can give
you results beyond your expectations.

About The Author:

As a respected author and quoted expert, she has been featured in
The New York Times, USA Today, The Wall Street Journal, Selling
Power, Sales and Marketing Management, Investor’s Business
Daily, Inc. Magazine, Entrepreneur, and Training & Development.
She has also written and produced audio and videotape programs on
networking, presentations, and motivation, which are distributed
by Ingram Entertainment. Her upcoming book, Nonstop Networking:
How to Improve Your Life, Luck and Career will be published later
this year.

Prior to establishing The Nierenberg Group, Inc.
in 1993, Ms. Nierenberg was publisher and sales director of Target
Marketing Magazine and taught Dale Carnegie courses for 14 years.
Currently she is an instructor at New York University, where she
teaches “Self-Marketing: A to Z,” a course that she
developed. She is also active in numerous national professional
associations, including The National Speakers Association, The American
Society of Training and Development, Direct Marketing Association,
Institute of Management Consultants, and The National Association
of Sales and Marketing Executives.

Contact Information:

The Nierenberg Group

420 E. 51st Street, Suite 12D

New York, NY 10022

(888) 605-5911

www.selfmarketing.com

andrean@selfmarketing.com

© Copyright 2003 by SalesVault.com

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