Author has easy formula for making networking work for a business

“How to Be a Power Connector – The 5+50+100 Rule for Turning Your Business Network Into Profits” by Judy Robinett (McGraw Hill, $25).

My friend Terry has over 12,000 LinkedIn contacts and belongs to numerous online groups; he considers himself a networking superstar. Yet, when I asked him how much business his network produced for him, he meekly said, “Very little.”

There are too many Terrys in the networking world. They have thousands of contacts and no strategy for leveraging the knowledge and connections of those contacts. Robinett provides the remedy: a networking strategy template.

It starts with understanding that quality and your time (and theirs) counts.

Let’s focus on quality first. Identify your Top 5 (i.e. almost daily connection), Key 50 (i.e. important relationships with fairly regular interaction) and Vital 100 (i.e. touch base at least once a month). Examine your 5+50+100 with these questions in mind: “What do you bring to the relationships?” “What do they bring to you?” “What could you do to enhance the give and take to build two-sided value?” Based upon your answers, you may find that certain of your 5+50+100 contacts deserve more attention while others should change in priority, and others should be replaced.

When it comes to replacing contacts, do you have a list of potential additions? Do you have a written plan on how you will connect with them, and how you can use the networks of existing contacts to reach them?

As for time, you have a full plate; your contacts do, too. When you make contact, are you touching base or are you providing value?

She then defines the essentials of a strong network – wide, deep and robust. Contrary to “Terry” thinking, wide isn’t about numbers. It’s about diversity among connections. Those from different industries, professions, skill sets, cultures, ages and interests will provide you with a broader perspective of what is and what may happen. These connections push the boundaries of your comfort zone ever outward and minimize blind spots related to congruent thinking.

Robinett identifies three layers of deep:

1. Multiple connections within each diverse segment of your network. The more contacts you have in a given area, the more likely you’ll be able to find what you’re looking for.

2. Everyone in your network has a network. Get to know their connections by asking for referrals. Just post a leading question like: “I’m looking for information about…; do you know someone who could help me?” Doors open wider through referrals than the “I would like to add you to my professional network” route. Once you make contact, circle back and acknowledge the source; a “Thank you” shows he/she that their input was valuable.

3. Power connectors make connecting “upward” their priority. If you want your network to generate business, you need to reach and interact with decision makers. You don’t want them to view you as “a peer of their subordinates”.

Relative to robustness, think in terms of responsiveness.

Do your contacts promptly return your calls and emails? Are they helpful? Will they grease the skids with those to whom they’ve referred you?

A shared set of values are equally important. While diverse, your contacts should share trust, fair play and respect. You won’t be able to assess these values until there’s ongoing interaction.

Ensuring your network becomes and stays robust depends upon your ability to “work as hard to link members of their networks with one another.” Linkage shows you care about their connecting their dots.

Networking’s bottom line: People provide answers and influence, and access to decision-makers. Choose wisely.

Jim Pawlak is a nationally syndicated reviewer of business books.