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GUDP GUDP SeminarSeminarGuest speaker: Guest speaker: SoulaimaSoulaima GouraniGourani E*MBAE*MBA

How to Use and Create Strategic Networks =

Innovation for life

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Innovation for life

October 12October 12thth 20112011

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How to How to

Use And Create NetworksUse And Create Networks

Not!Not!Not!Not!

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@ Did you know? Did you know?

Many people think they can go out to networking events, hand

their cards out and the business will come flowing in.

It may happen like that, but not likely. It takes time, energy and

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It may happen like that, but not likely. It takes time, energy and

effort to build a network.

Through building that network you build relationships with people

who know you, trust you and will do business with youwill do business with youwill do business with youwill do business with you.

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Relations are everythingRelations are everythingRelations are everythingRelations are everything

Too often organizations train their employees only

to focus on features, benefits, and service offering,

and neglect to remember that the relationships with

Did you know? Did you know?

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to focus on features, benefits, and service offering,

and neglect to remember that the relationships with

stakeholders is everything.

Relations is the sure way to find, grow and keep

innovative business.

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From expert to relationship builder From expert to relationship builder From expert to relationship builder From expert to relationship builder

Experts and specialists shall become DEEP

generalists who have broad perspective.

Did you know? Did you know?

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generalists who have broad perspective.

Experts have professional credibility – networkers

develop DEEP personal trust.

Experts supply expertise – networkers provide

insights and wisdom.

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The best way to build your business is to help someone else build

hers. Givers get.

You don't just take from your network; you also give to it. The

Did you know? Did you know?

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You don't just take from your network; you also give to it. The

secret is the more you give to your network the more you will get

back.

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@ Your 4 Your 4 Steps Steps

Analyze, Design, Implement and learn Analyze, Design, Implement and learn Analyze, Design, Implement and learn Analyze, Design, Implement and learn

Define your vision(s) and purpose

Map your network

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Map your network

Nurture your network

Expand your network

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@ Your Mindset Your Mindset

Mind your mindMind your mindMind your mindMind your mind----set: 3 stepsset: 3 stepsset: 3 stepsset: 3 steps

1. Accept that networking is one of the most

important requirements of a knowledge worker and

a salespersons role.

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a salespersons role.

2. To overcome any qualms about it, identify a person

you respect who networks effectively and ethically.

Observe how he or she uses networks to accomplish

goals.

3. Learn from it and build your own individual

strategy.

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@ ProcessProcess

Vision and Purpose Vision and Purpose Vision and Purpose Vision and Purpose

Figure out your priorities and challenges and define

your vision(s) in 1-2 years.

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your vision(s) in 1-2 years.

Yourself and your team/practice.

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@ Role modelRole model

Role model observationRole model observationRole model observationRole model observation

True role models are those who possess the qualities

that we would like to have who have affected us in a

way that makes us want to do better.

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that we would like to have who have affected us in a

way that makes us want to do better.

Do you have a “relations role model”?Do you have a “relations role model”?Do you have a “relations role model”?Do you have a “relations role model”?

Find that person and learn from him!

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@ Experiences and Expectations Experiences and Expectations

Who are you? Who are you? Who are you? Who are you?

Describe yourself, your needs, experiences and

thoughts regarding networking and professional

relationships.

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thoughts regarding networking and professional

relationships.

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@ 3 Layers 3 Layers

Your private network (70%)

Your professional network (20%)

Your ’field’ network (10%)

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But remember: the smallest piece of the pie will keep

you going the longest!

Private 70%

Professional 20%

Field 10%

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@ Your NetworkYour Network

The outer circle

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The core

The inner circle

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@ The OPS Model The OPS Model

The The The The OP SOP SOP SOP S ----view:view:view:view:

1.Operational: People you need to accomplish your

assigned, routine tasks.

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assigned, routine tasks.

2. Personal: Kindred spirits outside your organization,

who can help you with advancement.

3. Strategic: People outside your control, who will

enable you to reach organizational/team objectives.

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@ Inspiration or Stupidity? Inspiration or Stupidity?

The knowledge and inspiration The knowledge and inspiration The knowledge and inspiration The knowledge and inspiration

12 meters

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12 meters

7 persons

4 factors

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@ MappingMapping

The 5 most important The 5 most important The 5 most important The 5 most important innovative persons you knowinnovative persons you knowinnovative persons you knowinnovative persons you know

Keyperson A

Keyperson B

Keyperson C

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Keyperson B

Keyperson C

Keyperson D

Keyperson E

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@ MappingMapping

Map your relationsMap your relationsMap your relationsMap your relations

How deep is each relation? and for how long has it

been running?

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Name Future, 3 years Needs, now

1

KnowledgeKnowledge

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1

2

3

4

5

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Formal

How to Improve? How to Improve?

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Informal

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@ How to Improve? How to Improve?

What can you do better?What can you do better?What can you do better?What can you do better?

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@ NurtureNurture

The Favourite:The Favourite:The Favourite:The Favourite:

The ones who both give and take in a relation

The

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The

Give

And Take’s

The ones

who only give

The ones who only Take

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@ NurtureNurture

What can you give? What can you give? What can you give? What can you give?

Time

Feedback

Guidance

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Guidance

Gifts (ex. Books)

Experiences

Tickets

Help, practical/professional, physical/mental

Passing it on

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@ NurtureNurture

What can you take?What can you take?What can you take?What can you take?

Feedback

Guidance

Experiences

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Experiences

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@ 3 Times Thank You!3 Times Thank You!

The 3 Times Thanks StrategyThe 3 Times Thanks StrategyThe 3 Times Thanks StrategyThe 3 Times Thanks Strategy

aaaa bbbb cccc

1

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1

2

3

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@ NurtureNurture

How can you develop and nurture your relations?How can you develop and nurture your relations?How can you develop and nurture your relations?How can you develop and nurture your relations?

Traditional or untraditional, who is the receiver?

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@ Expand CompetencesExpand Competences

The 5 key competences / persons you’re looking forThe 5 key competences / persons you’re looking forThe 5 key competences / persons you’re looking forThe 5 key competences / persons you’re looking for

Key competence

Key competence

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Key competence

Key competence

Key competence

Key competence

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Who and WhereWho and Where

To Expand?To Expand?

Where does one find great external relations?Where does one find great external relations?Where does one find great external relations?Where does one find great external relations?

Your perfect network members could be around the

corner. There are several places to start:

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corner. There are several places to start:

•Suppliers

•Customers

•Professional networks

•Online networks

•Others

Name Purpose Where to look/How

1

2

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@ Expand With Persons Expand With Persons

2

3

4

5

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@ Your EQ ProfileYour EQ Profile

Will people even remember you and your name?Will people even remember you and your name?Will people even remember you and your name?Will people even remember you and your name?

• 8 meetings per week - wow do you want to be

remembered?

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remembered?

• What is the headline and benefit statement about

you that will stand out in someone's mind?

• What is it about you that makes you unique

compared to everyone else who does what you do?

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@ The Trust EquationThe Trust Equation

ItItItIt’s all about trust, passion and energy ’s all about trust, passion and energy ’s all about trust, passion and energy ’s all about trust, passion and energy

The 50% rule

×

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Weighted

Expectations

Delivery on

Expectations

Clarity of

Expectations

Usefulness of

Feedback×

×

= Tr st

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@ Practice Practice

Build your own real life case! Build your own real life case!

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@ OptimizeOptimize

Reallocate your timeReallocate your timeReallocate your timeReallocate your time

How can you apply higher quality networking on a

“day to day” basis?

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“day to day” basis?

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@ NurtureNurture

How can you develop and nurture your relations?How can you develop and nurture your relations?How can you develop and nurture your relations?How can you develop and nurture your relations?

Describe your nurture strategy

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There is no finish lineThere is no finish lineThere is no finish lineThere is no finish line

Describe a sequence of steps that must be taken, or

activities that must be performed well, for your

network strategy to succeed.

Envision ItEnvision It

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activities that must be performed well, for your

network strategy to succeed.

An action plan has three major elements (1) Specific

tasks: what will be done and by whom. (2) Time

horizon: when will it be done. (3) Resource allocation:

what specific resources are available for the specific

activities. Also called your action program. Also called your action program. Also called your action program. Also called your action program.

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@ Prepare YourselfPrepare Yourself

Establish connections ► create reasons ► make a

plan

Create reasons and ideas for interacting with people

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Create reasons and ideas for interacting with people

outside your company (or function); for instance, by

taking advantage of social interests to set the stage for

addressing strategic concerns.

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@ StrategyStrategy

Pay attentionPay attentionPay attentionPay attention

How will you ensure that you no one in your network

is forgotten?

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is forgotten?

How do you ensure that you have a positive account

with everyone important in your customer network?

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Figure out the detailsFigure out the detailsFigure out the detailsFigure out the details

Once you've broken down the vision into pieces,

write down the steps on a piece of paper to make

sure you have everything thought out.

Envision ItEnvision It

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write down the steps on a piece of paper to make

sure you have everything thought out.

One of the worst things that can happen is if you're

almost to the point of your goal, but you're not sure

what to do next. Give yourself deadlines for each

step. Otherwise you'll end up procrastinating and

never achieving.

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@ Envision ItEnvision It

Make a time lineMake a time lineMake a time lineMake a time line

Draw a horizontal time line with a dot at each end.

The left end represents now, and the right end

represents a point in the future. Specify what you

want to happen and when, from now until then.

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represents a point in the future. Specify what you

want to happen and when, from now until then.

Start Goal

THANKS

SOULAIMA

GOURANI

NewsletterNewsletter

Soulaima Gourani, MBA / www.soulaima.com

Is a highly respected businesswoman because of her knowledge, charisma, thought-

provoking ideas, and straightforward manner, as well as her uncompromising focus

on value for the company and its customers and relations. Soulaima Gourani is an

expert within strategy and leadership.

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Soulaima Gourani helps companies to achieve a more strategic and profitable

organization that focus on relations.

Soulaima Gourani is also special advisor to some of Scandinavia’s most demanding

and ambitious companies, helping them overcome complex challenges and become

more professional and passionate players in their industries.