Networking is a long-gone buzzword and is now an expected activity for every successful executive to undertake. Some companies expect their senior managers to establish and build professional networks within the organisations that they wish to conduct business with, while others know the value of competitive intelligence that comes from well-networked employees.
At one end of the spectrum, executives use LinkedIn to stay in touch with colleagues and sometimes introduce themselves to akin professionals. At the other end of the networking spectrum are the companies using business consulting firms and sales facilitators to develop a networking strategy. Often depicted on a whiteboard as a visual spider web, these web diagrams show the span and links of executives' connections within an industry, and can help to identify both the circles of networks and also where there are gaps. Those most networked are similar to spiders in the centre of a web. Importantly these diagrams help companies to identify who is closest to a "target", allowing a direct networking action plan to be developed.
This is all well and good for companies expanding their reach and knowledge through their networking strategy. But what does it mean for their "targets" and how does the targeted executive identify and manage their response? Will they even know that they are being approached?
It all comes down to the subtlety of the networker and the astuteness of the target. Networkers are as individual in their style as managers can be. There are seasoned networkers who find it very natural, there are those who absolutely hate the process and there are plenty starting out. The nature of the networker will also determine their preferred time and place to engage – be that over coffee, over a lunch or over an evening drink. Some like to do it at a conference while others will do it at their child's football match. There's no right or wrong process but there is the worst kind of person to target you – and that's the hit-and-run networker.
Like a hit-and-run driver, this networker works fast; is hard to see coming and is quick to depart with no offer to return a favour or provide any information of value in return. Executives targeted by these networkers are often bewildered by the experience, confronted by their audacity and feel vulnerable and used afterwards.
Although predatory and working with speed, you can often spot a hit-and-run networker as they behave in a very linear fashion:
- Via email or phone: They will approach you out of the blue with little explanation of their intent to connect
- In person: They scan a room with the specific intent to engage with their target, and they come well armed, with their business cards or brochures ready
- They have limited social graces and see no problem with interrupting a group or discussion to fulfil their own objectives
- You won't be allowed to stray from their chosen topic of conversation
- You won't be offered reciprocal knowledge or help in any way, and
- You won't hear from them again unless they decide they need you.
How do you best manage a hit-and-run networker? It's tricky to ascertain their strategy in the first few minutes of meeting so try to respond to their directness with good grace, while not giving too much information away. It's in your best interests to simultaneously assess what they want from you, and whether you can extract any value from the connection in return.
Hit-and-run networkers don't realise that networking is actually a two-way street, so gauge their level of intent by drawing information from them first. If they don't oblige, politely excuse yourself. If they do, give them a chance.
Claire Linton-Evans is a senior executive and author of the career bible for modern women, Climbing the Ladder in Heels – How to Succeed in the Career Game of Snakes and Ladders. Visit climbingtheladder.com.au
