How networking really works; debunking the myths that prevent professionals from moving ahead

Black Enterprise, Feb, 2005 by Laura Egodigwe

As a first line manager at Prudential in Atlanta, Gregory Morrison made sure he never missed the chairman's annual state of the company address. It was by invitation only for company officers at a location 10 miles from Morrison's worksite, though it was also telecast. Morrison was never invited. But he knew no one was verifying RSVPs. And because of the distance, senior managers at his location would opt to watch it on television. So Morrison would just show up--even coming in from vacation one year--and use the occasion to introduce himself to top-level executives. "I usually had a particular individual that I wanted to meet there and I would find a way to meet him flit meant just walking up, introducing myself, and starting a conversation or cornering them someplace where they couldn't run."

There were 100,000 employees at Prudential. Morrison understood the importance of making a personal connection to develop the right relationships.

When Morrison left Prudential in 2000, after 11 years, he had risen to the post of vice president. I got promoted on a very, very rapid schedule," explains Morrison, 45, who today is chief information officer of COx Enterprises Inc. "Some of it was merit-based but, quite honestly, I know some of it was because of the relationships I got the opportunities because I'd already established the relationships."

Networking has become the nomenclature for the art of developing powerful relationships that move careers forward. Every professional is aware of its importance. After all, 85% of all jobs are secured through networking. But as familiar as it is to everyone in the workforce, it is an underused career enhancement method, due to misconceptions about how to network strategically Here we talk to experts and professionals who debunk the myths.

MYTH #1: IT'S ALL ABOUT YOU.

The most successful professionals view networking as a two-way street. A networking alliance should benefit each party, experts say. In fact, many say it's better to err on the side of giving more than receiving. "You can't build your network and always expect to get something," says Marion Cousin, managing partner of the Marquin Group, an Atlanta-based executive search firm. "To get something, you give something."

Morrison concurs: "The best approach from a networking perspective is to ask, 'What can I do to help you?'" he says. Morrison notes that everyone has something to give, whether it's time, talent, or performance. But perhaps the most valuable networking currency is information. Morrison didn't always focus on networking for a job or promotion; often it was for information that could be helpful.

MYTH #2 IT'S ABOUT A PARTY.

Most are familiar with networking "mixers" or, as some recruiters call them, "card parties." In the midst of drinking and socializing, strategic networking oftentimes gets lost. Though some experts recommend avoiding mixers, others note that networking can be done anywhere. At these events, it's important to make a connection instead of just socializing.

Indeed, some parties are fertile ground for networking. Attending internal corporate functions can help you raise your corporate profile and bring you into contact with people you might not otherwise have ready access to. Morrison says he would attend retirement parties at Prudential for that reason. "Especially if they were [for] a senior individual, because I was likely to meet someone I was looking to meet or talk to or follow up with," he says.

The key to social networking is knowing your goal, figuring out who you need to know to facilitate that goal, and deciding where you're most likely to find that person, experts say.

In some cases, you can do some homework in advance. If you're attending a conference or panel discussion and want to approach a particular panelist, research the person. They may have been quoted in an article, compiled a paper, or may presently sit on several boards. Having that information beforehand will make you more confident and conversational in your approach.

MYTH #3: IT'S IS A QUICK HIT.

The most you can hope for at an initial meeting is to make a contact that, with care and time, could blossom into a fruitful relationship. The key is to view networking as a long-term career strategy and to be diligent about following up with contacts.

Always send a note no later than a week after the first exchange. Cousin recommends jotting down some information from your conversation on the back of a contact's business card to make following up easier and more relative to your initial meeting. Following up should be continuous, he says. The benefit in your meeting may not happen that week, but it may happen six months or a year later.

When Angela Morris, a former human resources professional in banking, was looking to enter diversity recruiting, she contacted a former colleague who was working for her company's rival, Bank of America, in Charlotte, North Carolina. The colleague passed Morris' resume to the hiring manager and, though he had nothing immediately, it was the beginning of a relationship that resulted in Morris being hired as the bank's diversity recruiter. It didn't happen right away, but Morris kept in touch through periodic phone calls and e-mails asking how things were going. She was offered a job three months later.