Networking and career survival is much like playing a game. To take part, executives and professionals must move from reactive to proactive, from candid interaction to control and guidance, from “having events happen to you” to “making events happen.” If you approach every conversation as an opportunity to influence rather than just inform, your prospects for political- and career-survival increase substantially.
Human interaction is at the epicentre of career maintenance. Busy schedules, though, have relegated the pursuit of any deep knowledge of how humans think and react (and what motivates them to react at all) to a backburner. This is not great news, given that much of one’s professional survival hinges on others’ perceptions. Whether the immediate concern is keeping an existing job (and advancing through the ranks), or finding the next job, political manoeuvring and networking savvy are essential ingredients for consistent, continued success.
If you let a conversation just happen, you’ll have little control over its outcome; but if you have a game plan in place before the conversation starts, you stand a much greater chance of achieving your goal.
Professional survival is about having a game plan. Every conversation can and should elicit a reaction from the listener. You must work to ensure you’re never taken by surprise, and that you have a solid, tactical approach to take on the politics of the human situation. Here are some specifics:
•People love to talk, especially about themselves. A successful networking conversation is one in which the other person does most of the talking. Even though the goal is to make a proactive impression upon the other person, this is best done by minimizing the amount you actually say. You will, of course, interject your wisdom at the appropriate times, but because you have given the other person free reign, your conversation partner will remember the exchange as a great one.
•People will recognize your value when it’s revealed in smaller doses. When you do speak, ensure that your words carefully frame your message in an intriguing and thought-provoking way, and also end off with an action item.
For example, rather than saying: “I’m a VP of HR, 15 years experience, and I’m looking for a challenging position in the management consulting industry,” it might be more interesting to demonstrate your expertise and potential, such as: “You know, the last 12 months have really changed the management consulting industry. It used to be a safe haven for bright MBA grads, but now these big firms have started circling the wagons. And what’s more, there are so many types of MBA degrees out there, the playing field has totally changed. What I’m good at is helping these firms identify the right candidates based on my understanding of trends within business schools. Where did you go to school, by the way?”
•People vary in the amount of potential they hold for you. Always be on the lookout for the right person to talk to. Whether it’s a networking event or an office meeting, take stock of the people in the room. Gain as much advance notice of attendees as possible and learn to target the right ones. Otherwise, it turns into the equivalent of shopping on Christmas Eve — too late, too chaotic, too random.
•People generally act in their own self-interest (the what’s-in-it-for-me syndrome). Improve your powers of observation, note what motivates individuals, and factor these points into your dialogue. Assess, rather than assume.
In short, influence will take you further than luck. Take some time to formulate a strategy for communication. Avoid candid reactions and instead construct and practise a collection of proactive conversation pieces. You have a great opportunity to influence your destiny merely by shaping your discussions more selectively. Leave mystery and suspense for the movies and the playoffs, and instead enjoy the thrill that is control.
Steve Prentice is a speaker and author who teaches “professional survival skills.” Information about his workshops, and his time management book Cool-Time and the Two-Pound Bucket: Time Management for the 24-Hour Person, can be found at www.bristall.com.
Human interaction is at the epicentre of career maintenance. Busy schedules, though, have relegated the pursuit of any deep knowledge of how humans think and react (and what motivates them to react at all) to a backburner. This is not great news, given that much of one’s professional survival hinges on others’ perceptions. Whether the immediate concern is keeping an existing job (and advancing through the ranks), or finding the next job, political manoeuvring and networking savvy are essential ingredients for consistent, continued success.
If you let a conversation just happen, you’ll have little control over its outcome; but if you have a game plan in place before the conversation starts, you stand a much greater chance of achieving your goal.
Professional survival is about having a game plan. Every conversation can and should elicit a reaction from the listener. You must work to ensure you’re never taken by surprise, and that you have a solid, tactical approach to take on the politics of the human situation. Here are some specifics:
•People love to talk, especially about themselves. A successful networking conversation is one in which the other person does most of the talking. Even though the goal is to make a proactive impression upon the other person, this is best done by minimizing the amount you actually say. You will, of course, interject your wisdom at the appropriate times, but because you have given the other person free reign, your conversation partner will remember the exchange as a great one.
•People will recognize your value when it’s revealed in smaller doses. When you do speak, ensure that your words carefully frame your message in an intriguing and thought-provoking way, and also end off with an action item.
For example, rather than saying: “I’m a VP of HR, 15 years experience, and I’m looking for a challenging position in the management consulting industry,” it might be more interesting to demonstrate your expertise and potential, such as: “You know, the last 12 months have really changed the management consulting industry. It used to be a safe haven for bright MBA grads, but now these big firms have started circling the wagons. And what’s more, there are so many types of MBA degrees out there, the playing field has totally changed. What I’m good at is helping these firms identify the right candidates based on my understanding of trends within business schools. Where did you go to school, by the way?”
•People vary in the amount of potential they hold for you. Always be on the lookout for the right person to talk to. Whether it’s a networking event or an office meeting, take stock of the people in the room. Gain as much advance notice of attendees as possible and learn to target the right ones. Otherwise, it turns into the equivalent of shopping on Christmas Eve — too late, too chaotic, too random.
•People generally act in their own self-interest (the what’s-in-it-for-me syndrome). Improve your powers of observation, note what motivates individuals, and factor these points into your dialogue. Assess, rather than assume.
In short, influence will take you further than luck. Take some time to formulate a strategy for communication. Avoid candid reactions and instead construct and practise a collection of proactive conversation pieces. You have a great opportunity to influence your destiny merely by shaping your discussions more selectively. Leave mystery and suspense for the movies and the playoffs, and instead enjoy the thrill that is control.
Steve Prentice is a speaker and author who teaches “professional survival skills.” Information about his workshops, and his time management book Cool-Time and the Two-Pound Bucket: Time Management for the 24-Hour Person, can be found at www.bristall.com.
