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Download 30 Minutes to Improve Your Networking Skills (30 Minutes) by Hilton Catt PDF

By Hilton Catt

This can be a convenient advisor for the entire many of us who're failing to use their particular community and private contacts, displaying that it takes in basic terms part an hour to begin construction in your community to draw new company, switch your task or win merchandising.

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To Improve Your Networking know Chas is looking for a stop-gap to tide him over while he finds another training manager’s job – so this is why I thought he would be interested in doing a three-month contract for us. What happened when I tried to contact him at his home? The number rang out and there was no reply. I tried again in the evening only to find the line was permanently engaged. Puzzled, I didn’t know what to do next. In the end my boss told me we’d have to forget Chas and find someone else to do the training.

Here is where the fine-tuning comes in: recognizing the tremendous power of networking and channelling it in directions you want it to go in, or, if you like, taming the beast and making it respond to your instructions. SMALL WORLDS There is an inherent problem in networking and it is this. It will only ever access small worlds for you and this, in turn, reflects: 41 30 Minutes . . To Improve Your Networking • the number of people who will pass the selection test for your network will never be that many; • the geographical areas in which you work; • the profession/trade/line of business in which you are engaged.

In short, let’s see what we can do to make extended networking of this kind work for you. Back to basics first. Everyone has a network – a network that is different to everyone else’s. This means that people you network with will have networks that are different to yours. Some of the people will be the same because you have moved in similar circles, but some won’t, and, with extended networking in mind, it is this latter group that we need to be focusing on. On closer inspection, however, we find that these contacts of contacts divide into three sub-groups: • first, people you know but who you choose not to network with (for example, people you find unsatisfactory or untrustworthy); • second, people you know and who you have nothing against but who you are not on networking terms with; • third, people you don’t know.

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