2.1c serving builds better networks 2014 1125v2djm f - web

Serving
BUILDS
Be.er
Networks
SOLID
Networking
through
Servant
Leadership
© Copyright 2014. SOLID Executive Partners, LLC. All Rights Reserved.

INDEX
• Overview:
Serving
BUILDS
Be.er
Networks
3
• Build
Trust
(See
page
5
for
important
diagram)
4
• Understand
Needs
6
• Involve
Others
8
• Listen
to
Concerns
10
• Decide
on
AcNon
12
• Serve
with
Excellence
(See
page
17
for
important
diagram)
14
• Networking
for
Career
Planning
(See
page
19
for
Summary)
16
• About
SOLID
ExecuNve
Partners
(See
page
23
for
free
session)
20

BUILD
TRUST
© Copyright 2014. SOLID Executive Partners, LLC. All Rights Reserved. 3

B
.
.
.
Build
Trust
What
Is
Trust?
• General
defini+on
• Working
defini+on—specific
to
networking
• Trust
by
objec+ve;
inten+onality;
beginning
with
end
in
mind
When
Do
You
Know
You
Have
It?
• Facial
expression;
body
language;
tone
• Types
of
comments
and
ques+ons
asked
• Schedule
(amount
of
+me
given)
How
Do
You
Build
and
Keep
It?
• How
much
+me
does
it
take
to
gain?
To
lose?
• How
can
it
be
protected?
• How
can
one
con+nue
to
increase
it?
4

Hi]ng
Your
Sweet
Spot
Builds
Trust
The intersection of these four areas define your Sweet Spot
of greatest competencies as a senior leader.
© Copyright 2014. SOLID Executive Partners, LLC. © Copyright 2014. SOLID Executive Partners, All Rights Reserved. 5
LLC. All Rights Reserved.

UNDERSTAND
NEEDS
6

U
.
.
.
Understand
Needs
The
ASK
Principle
• Ask,
don’t
tell
• Use
of
open-‐
and
closed-‐ended
ques+ons
• Ac+ve
listening;
the
basic
need
everyone
has:
“To
be
heard”
“Seek
First
to
Understand,
Then
to
Be
Understood”
• Always
ask
about
them
as
a
person;
get
personal
• Ask
about
spouse
and
children,
community
involvement,
career
aspira+ons
• Ask
about
their
specific
needs;
don’t
give
up
easily
Follow
Up
• Timing
is
cri+cal;
hot
to
warm
to
cool
in
days,
not
weeks
• Integrity:
Keeping
your
word
• Organiza+onal
systems—essen+al
to
effec+ve
networking
7

INVOLVE
OTHERS
8

I
.
.
.
Involve
Others
Digital
ConnecNons
• Email
intros:
What
is
the
ideal
structure
for
maximum
impact?
• Telephone
intros:
The
value
of
a
three-‐way
call
• LinkedIn;
TwiXer;
Facebook;
other
In-‐Person
Methodology
• One
on
one
• Small
group
• Large
group
Advanced
Strategies
• How
to
involve
others
• Showing
apprecia+on
• Reciproca+on
9

LISTEN
TO
CONCERNS
10

L
.
.
.
Listen
to
Concerns
Everyone
Has
Concerns
when
Networking
• Behavioral
styles
• Dominant
life
mo+va+ons
• Poli+cal
posi+oning
and
societal
pressure
AlleviaNng
Concerns
• How
to
establish
credibility;
look
for
opportuni+es
to
be
self-‐effacing
• Ques+ons
to
ask
• Comments
to
make
AlleviaNng
Your
Own
Concerns—or
Not!
• Be
selec+ve;
protect
your
network
• Follow
your
ins+ncts;
trust
your
gut
• Avoid
certain
“types”;
givers
vs.
takers,
rela+onally-‐challenged,
etc.
11

DECIDE
ON
ACTION
12

D
.
.
.
Decide
on
AcNon
Deciding
on
Appropriate
Next
Steps
• Low
priority:
No
business
value;
need
to
respecaully
disengage
• Medium
priority:
Somewhat
useful
business
value;
may
not
produce
results
• High
priority:
Most
likely
to
successfully
make
desired
introduc+ons
AcNons
that
Can
Be
Taken
• By
you
• By
them
• By
others
The
Art
of
Closing
the
Sale:
Decide
on
Appropriate
AcNon
• Timing
• Discipline
and
process
• Chemistry
13

SERVE
WITH
EXCELLENCE

S
.
.
.
Serve
with
Excellence
What
Does
It
Mean
to
“Serve”?
• General
defini+on
• Working
defini+on—specific
to
networking
• Serve
by
objec+ve
Servant
Leadership
• What
is
it?
• What
does
it
look
like
in
others?
• What
do
we
want
it
to
look
like
in
ourselves?
Serving
Others
Is
Not
as
AltruisNc
as
It
Sounds
• Deposits
into
emo+onal
bank
accounts
• Quid
pro
quo
is
not
a
dirty
phrase
• Increasing
our
“serve”;
beXer
serving
others
through
effec+ve
networking
15

Networking
for
Career
Planning
16

Bi-‐Focal
Career
Planning
Present
Role
Next
Role
Role
Ager
Next
Porholio
TacNcal
Goal:
Get
“Next
Role”
•
Job
Focus
Career
Focus
”Next”
”Next Next”
”Portfolio”
”Now”
Strategic
Goal:
Manage
Career
“Plan your career, and work
your plan; if you fail to plan,
you have planned to fail.”

Strategic
Career
Planning
• Most
don’t
plan
career
–
“strategy-‐less”
– Subop+mal;
can
derail
your
career;
ofen
does
– Companies/recruiters
pursue
their
own
self-‐interests
– You
need
to
determine/execute
what’s
best
for
you
• Planning
starts
with
“end
in
mind”
– Bi-‐focal
vision
required;
long
range
AND
tac+cal
– Start
today
to
prepare
for
‘Poraolio
Life’
– Pursue
ac+vi+es
now
you
will
do
in
“semi-‐re+rement”

Summary
Serving
by
ObjecNve
• Build
trust
• Understand
needs
• Involve
others
• Listen
to
concerns
• Decide
on
ac+on
• Serve
with
excellence
The
Principle
of
Service
• Servant
leadership
• “To
serve,
not
be
served”
Being
Yourself
• Authen+city
• Integrity
• Core
Character
19

ABOUT
SOLID
20

Dynamic
Team
of
Top
Providers
21
Daniel
Mueller
President
&
CEO
18-‐plus
years
of
senior
execu+ve
experience
as
CEO
of
4
professional
services
firms,
who
leads
a
strong
team
of
top
CEO
advisors,
execu+ve
coaches,
and
management
consultants.

NaNonal
Presence
US
Markets
– 18
ci+es
that
SOLID
has
had,
or
currently
has
engagements
– 5
current
key
ci+es:
• Aus+n,
Chicago,
Houston,
Dallas,
and
Denver
–
Objec+ve:
50
–
100
Execu+ve
Partners
per
city
by
2020
22

Complimentary
Good
Will
Gestures
Good-‐Will
Gestures
23
• Access to our resource portal
• Complimentary coaching session
• Introductions through LinkedIn

More
than
1,000
Clients
Served
since
1989
24

Thank you for joining us today. We hope you enjoyed the
presentation. If you have questions or comments, please contact
Amanda Pelham.
Amanda@SOLIDExecutive.com

2.1c serving builds better networks 2014 1125v2djm f - web

More Related Content

Similar to 2.1c serving builds better networks 2014 1125v2djm f - web (20)

More from Daniel Mueller (11)

Recently uploaded (20)

2.1c serving builds better networks 2014 1125v2djm f - web