Why Contacts Count

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Business networking training can transform your organization. This presentation shows how some of our clients have used their improved business networking skills to better meet their business goals.

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<ul><li>1.Contacts CountPutting the tools of networking to work in theservice of business and career goals for . . .Corporations Associations Universities Government</li></ul><p>2. Who are we?Contacts Count is the nations premier professionalnetworking training and consulting firm. We work with clients to create, cultivate, and capitalize on professional relationships to benefit their organizations and advance their careers. CapitalizeCultivateCreate Founded in 1990 by Anne Baber and Lynne Waymon Co-authors of 7 books on networking for professional and organizational success 2009 www.ContactsCount.com Putting networking tools to work. 3. Why network?Professionals network to . . . Get the job done Get the business Get behind organizational initiatives Get aheadThe workshop was a huge hit! You unlocked the secretsof meeting, greeting, and nurturing networks and addedso much value to our meeting. Ann Marie Rosa, PricewaterhouseCoopers 2009 www.ContactsCount.comPutting networking tools to work. 4. Dont people already know how?Shyness . . .Skills . . . Savvy . . . 85% say, I dont have the60% of Americans say theynetwork I need toMany of todays typicalfeel shy and uncomfortable accomplish my goals.coaching candidates lackin business and socialorganizational savvy. They 97% say I have troublesettings. are underestimated and remembering names. The Shyness Clinic, pigeonholed.Stanford University 85% say, I dont know Drs. Marty Seldman &amp; what I want when I go to a Rick Brandon, Authors and networking event. Executive Coaches Contacts Count ResearchSocial competencies . . .Social acumen . . .40% of Ph.D.s were bornDependence on remoteoutside of the U.S. Theyforms of communicationarrive with needed has left many youngertechnical skills, but notworkers bereft ofthe social competenciesinterpersonal skills.needed at work. Fast Company Lewis Center, UCLA 2009 www.ContactsCount.comPutting networking tools to work. 5. What does your organization call it? Social RelationshipIntelligence acumen managementgatheringSocialHorizontalCollaboration/capitalintegration Connectivity Business developmentVisibilityPracticedevelopmentClientdevelopment Rainmaking RelationshipInfluencingbuilding 2009 www.ContactsCount.com Putting networking tools to work. 6. The 8 Networking Competencies12 3 4Capitalize on StyleTake a Strategic Approach Envision the Ideal NetworkDevelop Relationships Appreciating how personalityTargeting specific organizational Identifying WorkNet, OrgNet,Seeing relationship development (introversion, extroversion,&amp; career outcomes (macro) and ProNet, LifeNet contacts &amp;in 6 stages &amp; managing the trust- communication styles, shyness)agenda-building for specificappreciating the benefits,building process by teaching &amp; mindset (previous learnings,networking events &amp; encounterschallenges, &amp; leveragingcharacter &amp; competence. attitudes, misconceptions) affect (micro).opportunities faced in developing the ability to build relationships. each of them.Be able to:Be able to: Be able to: Be able to: Identify personal style Make informed choices about Correctly locate any contact in Use criteria to determine the Clarify attitudes towardhow to focus attention, time, &amp; the appropriate Net stage of any relationship networkingmoney Map WorkNet &amp; OrgNet Survey &amp; evaluate options for Re-frame networking as Adapt and apply the tools ofcontactsdemonstrating character &amp; teaching &amp; giving networking to Use criteria to evaluatecompetence Adopt leading-edge beliefs Get on board quicklyrelationships &amp; sort them into Know how trust is broken &amp; about the critical role of Get the job donecategories, such as Start/Rev how to re-establish it networking in the marketplace Up, Enrich, &amp; Repair Determine what to teach and Get behind organizational initiatives Plan structured next-step learn if you want more of a conversations relationship Get the business Leverage opportunities from Weigh the Risk &amp; Value of any Get the most out of meetings &amp; one Net to anothernext step you take to build the conferences relationship Get ahead Initiate &amp; manage the 6 follow- Plan agendas to achieve through conversations maximum value from events/encounters 2009 www.ContactsCount.comPutting networking tools to work. 7. The 8 Networking Competencies 5 6 78 Increase Social Acumen Showcase ExpertiseAssess OpportunitiesDeliver Value Becoming more comfortable, Using examples &amp; stories toChoosing optimum networkingContributing to the organizations confident, and professional by teach contacts about expertise,opportunities &amp; making networking culture &amp; capitalizing mastering relationship rituals.experience, talents, &amp; interests.participation pay off. on networking to affect thebottom line. Be able to: Be able to: Be able to:Be able to: Make your name memorable Answer What do you do? in a Analyze &amp; select networking Ask questions designed to Learn names using specific way that makes expertise arenas to reflect your goals learn about others &amp; develop techniques visible &amp; memorable Decide if a specific group relationships Deal with forgotten names in a Call to mind, identify, &amp;meets your needs Listen generously with a bias way that builds the relationship research events &amp; successes Outline participation &amp; plan how toward actionthat teach organizational, team, to get the most from time &amp; Be alert for opportunities to Exchange business cards &amp;or individual capabilities money spentconnect your contacts &amp; use them to create a connection Use guidelines to construct &amp; Decide when to discontinue provide access to resources,edit stories that highlight what involvement in a group talent, opportunities Easily join groups of peopleyou want to teach Up the ROI by bringing back who are already talking Create a customized group to Recognize storytelling generate referrals &amp; findbusiness intelligence from Use specific methods to endopportunitiesresourcesconferences &amp; meetings conversations with the future in mind Deliver stories in a way that Seek out &amp; plan how to take Encourage &amp; support (modelincreases personal &amp; advantage of internaland mentor) a networking Say thank youorganizational visibilitynetworking opportunities culture throughout the Handle awkward moments organization 2009 www.ContactsCount.comPutting networking tools to work. 8. Organizational clients Kraft Booz Allen HamiltonSnyder, Cohn, Collyer, Bank of America KPMG Hamilton &amp; Associates DeloitteFirst Horizon Bank Smithsonian DuPontHSBC BankCentral Intelligence Agency Corning ExecuNet National Geographic Society Lockheed Martin Lee Hecht Harrison United Way RaytheonRight Management AssociatesBrookings Institution PricewaterhouseCoopersGrant Thornton ICF International Microsoft Bates WhiteAbt Associates Ernst &amp; Young Polsinelli Shalton FlaniganInteriors by Decorating Den eBaySuelthausSir Speedy With in-depth knowledge about how to network Solid skills. Entertaining delivery. 99% ofand strategies to motivate participants to try our 300 attendees recommend you for new and better approaches, Contacts Count future events, and 97% say your helps people establish meaningful connections presentation will help their career in a huge corporation. development here. Beth Dumesco, Learning &amp; Development, Career Planning, Booz Allen HamiltonLockheed Martin 2009 www.ContactsCount.com Putting networking tools to work. 9. Organizations Developing networking competency . . . 2009 www.ContactsCount.com Putting networking tools to work. 10. University clients Michigan Friends Georgetown Carnegie-Mellon Maryland George Washington MarquetteMissouri Arizona StateNebraska George Mason Baltimore Catholic Wharton Raises the bar for all future speakers . . . useful and relevant information with specific examplesStudents found your content and delivery and delightful stories. Very polished. Moved at aimpressive. Well be calling on you in the future. good pace, while still encouraging interaction. Gil Yancey, Executive Director, MBA Program, Students and Alumnae of the GriffithsGeorge Washington University Leadership Society for Women, University of Missouri 2009 www.ContactsCount.comPutting networking tools to work. 11. Universities Developing networking competency . . . "100% would recommend Contacts Count networking skills for alumni and advancement professionals to their colleagues . . . comfortable, conversational, and engaging. Naomi Marshall, Conference Director, Academic Impressions 2009 www.ContactsCount.com Putting networking tools to work. 12. Government clients Treasury Executive InstituteNuclear Regulatory Commission U.S. Senate Defense Information Systems Agency U.S. Departments of State,Office of Personnel Management Agriculture, and Commerce National Geospatial U.S. Navy Intelligence Agency National Institutes of Health Central Intelligence Agency Presidential Management National Aeronautics and Space Fellows Program Administration National Technology Transfer Center Naval Undersea Warfare Center Environmental Protection AgencyIve always believed that casual conversation leads to opportunities in personal andprofessional life. Thats been enhanced even more by the Contacts Count skills. Don Cohen, Assistant Director, IT Security,U.S. Treasury Department 2009 www.ContactsCount.com Putting networking tools to work. 13. Government Developing networking competency . . . Our Senior Fellows praised the way that you simplified the nuances of networking, while emphasizing how government leaders can build stronger alliances and connect to get things done. W. Frederick Thompson, V. P., The Council for Excellence in Government 2009 www.ContactsCount.comPutting networking tools to work. 14. Association clientsAmerican Chemical Society National Fisheries InstituteSociety of Women EngineersAmerican Society of AssociationNational Association of Women Business Owners ExecutivesNational Business Incubation AssociationPublic Relations Society of AmericaCommercial Real Estate WomenMedical Librarians AssociationConsumer Electronics AssociationArmy Librarians AssociationWomen in Technology,Society of Human Resource ManagersAmerican Institute of ArchitectsAmerican Society for Training and DevelopmentNational Association of Home Builders Outdoor Writers AssociationAmerican Council of Engineering Companies National Association of Colleges and EmployersEmployee Relocation Association American Society of Plastic SurgeonsEdison Electric Institute California and Kansas Society of CPAsProperty Management Association International Association of Business CommunicatorsPan Asian Womens Association International Association of Personnel ManagersSociety of Black ProfessionalsNational Association of Public Hospitals The program is a must see for any professional! Russ Holbrook, HR and Operations, American Society of Plastic Surgeons 2009 www.ContactsCount.comPutting networking tools to work. 15. Associations Developing networking competency . . .In professional staff, to . . .Among members, so they can . . . As a foreign professional looking for work in the highly competitive U.S. job market, I got the knowledge and understanding of strategic networking that made a positive difference. Nalinie Kouame, Communications Consultant, Washington, D.C. 2009 www.ContactsCount.comPutting networking tools to work. 16. We partner with you on programs for . . . 2009 www.ContactsCount.com Putting networking tools to work. 17. Typical projectHeery Internationals architecture, engineering, and constructionmanagers at their annual University honed their skills in businessdevelopment, client relationships, and cross-selling. ContactsCount was invited back 4 years in a row. Research at MIT found that engineers and researchers were 5 times more likely to turn to another person for information rather than to search an impersonal source such as a file or database. The Hidden Power of Social Networks, Rob Cross, Ph.D. 2009 www.ContactsCount.comPutting networking tools to work. 18. Typical projectStaff at Georgetown University move ahead withtheir careers in the Management CertificateProgram. For the past 8 years, weve led a one-daycourse, twice a year, to help employees master thenetworking competencies necessary for success.A recent study shows that successful managersnetwork 70% more than unsuccessful ones. Academy of Management Journal 2009 www.ContactsCount.com Putting networking tools to work. 19. Typical projectBank of America relationship managers from three statesattended a full-day, customized workshop to help them buildrelationships in their communities. They left with personalized,strategic networking plans designed to attract new clients. It is through their networks that people learn, create, energize one another, and open channels to new opportunities. Deloitte 2009 www.ContactsCount.comPutting networking tools to work. 20. Typical projectFor the National Geographic Society, we designed anddelivered training for employees who serve internalcustomers. They learned how to reach out, build cross-functional relationships, and gather intelligence about theneeds of those they serve. Social networks put you in the thick of information flows and are one of the best predictors of productivity. Computerworld 2009 www.ContactsCount.comPutting networking tools to work. 21. Typical projectAdministrative Officers at the U.S. Department of Statelearned about networking at its best. In half-day courses,they focused on how to create, cultivate, and capitalize ontheir networks to help embassies run smoothly. The world has become an increasingly interwoven place. Whether you are a company or a country, your threats and opportunities . . . derive from who you are connected to. Thomas Friedman, NY Times Columnist 2009 www.ContactsCount.comPutting networking tools to work. 22. Typical projectIn ongoing training programs for George WashingtonUniversity, undergraduate and graduate students learnthe networking skills they need to attend job fairs, findinternships, land jobs, and succeed in the world of work.Work will be increasingly relationship-based andtherefore managing the weaving of relationshipseven more essential to outcomes. Association of CareerProfessionals International 2009 www.ContactsCount.comPutting networking tools to work. 23. Typical projectFor human resources professionals at Lockheed Martin, weteach Networking At Its Best in a 2-year LeadershipDevelopment Program. Activities designed to increase socialacumen and build social capital include a pre-test and post-test,training sessions, one-on-one and group telephone coaching,and a monthly online reinforcement program.Leaders who are skilled networkers haveaccess to people, information, and resources tohelp solve problems and create opportunities. Center for Creative Leadership 2009 www.ContactsCount.comPutting networking tools to work. 24. Typical projectFor the Johns Hopkins Womens Network at the Applied Physics Lab,we customized and led two skill-building sessions. More than 250 peopleattended the sessions to strengthen th...</p>

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