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Serving BUILDS Be.er Networks SOLID Networking through Servant Leadership
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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
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BUILD TRUST
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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
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Hi]ng Your Sweet Spot Builds Trust
The intersection of these four areas define your Sweet Spot of greatest competencies as a senior leader.
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UNDERSTAND NEEDS
6
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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
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INVOLVE OTHERS
8
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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
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LISTEN TO CONCERNS
10
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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
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DECIDE ON ACTION
12
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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
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SERVE WITH EXCELLENCE
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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
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Networking for Career Planning
16
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Bi-‐Focal Career Planning
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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.”
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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”
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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
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ABOUT SOLID
20
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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.
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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
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Complimentary Good Will Gestures
Good-‐Will Gestures
23
• Access to our resource portal • Complimentary coaching session • Introductions through LinkedIn
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More than 1,000 Clients Served since 1989
24
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Thank you for joining us today. We hope you enjoyed the presentation. If you have questions or comments, please contact
Amanda Pelham.