Networking Intelligence: Enhance Your NQ and Increase Sales Presented by Scott Barrella, MS CPIM 805-582-2619

1. Networking Intelligence: Enhance Your NQ and Increase Sales Presented by Scott Barrella, MS CPIM 805-582-2619

3. Bohm Dialogue or Bohmian Dialogue is a form of free association conducted in groups, with no predefined purpose in mind besides mutual understanding and exploration of human thought. It aims to allow participants to examine their preconceptions, prejudices and patterns of thought. Bohm Dialogue was developed by David Bohm, Donald Factor and Peter Garrett starting in 1983. Bohm published his views on dialogue in a series of papers between 1985 and 1991. Bohm Dialogue (often referred to simply as "Dialogue" by its proponents) is conducted in groups of 20 to 40 people, who sit in a single circle, for a few hours during regular meetings or for a few days in a workshop environment. Participants "suspend" their thoughts, motives, impulses and judgments - exploring and attempting to "think together" collectively. According to the proposal, Dialogue should not be confused with discussion, lecture, discourse or debate, which, says Bohm, all suggest working towards a goal rather than simply exploring. Meeting without an objective or agenda is done to create a "free space" for something new to happen. David Bohm : Dialogue is really aimed at going into the whole thought process and changing the way the thought process occurs collectively. We haven't really paid much attention to thought as a process. We have ENGAGED in thoughts, but we have only paid attention to the content, not to the process. Why does thought require attention? Everything requires attention, really. If we ran machines without paying attention to them, they would break down. Our thought, too, is a process, and it requires attention, otherwise it's going to go wrong . In such a dialogue, when one person says something, the other person does not, in general, respond with exactly the same meaning as that seen by the first person. Rather, the meanings are only similar and not identical. Thus, when the 2nd person replies, the 1st person sees a Difference between what he meant to say and what the other person understood. On considering this difference, he may then be able to see something new, which is relevant both to his own views and to those of the other person. And so it can go back and forth, with the continual emergence of a new content that is common to both participants. Thus, in a dialogue, each person does not attempt to make common certain ideas or items of information that are already known to him. Rather, it may be said that two people are making something in common, i.e., creating something new together. (from On Dialogue) It seems then that the main trouble is that the other person is the one who is prejudiced and not listening. After all, it is easy for each one of us to see that other people are 'blocked' about certain questions, so that without being aware of it, they are avoiding the confrontation of contradictions in certain ideas that may be extremely dear to them. The very nature of such a 'block' is, however, that it is a kind of insensitivity or 'anesthesia' about ones own contradictions. Evidently then, what is crucial is to be aware of the nature of ones own 'blocks'. If one is alert and attentive, he can see for example that whenever certain questions arise, there are fleeting sensations of fear, which push him away from consideration of those questions, and of pleasure, which attract his thoughts and cause them to be occupied with other questions. So, one is able to keep away from whatever it is that he thinks may disturb him. And as a result, he can be subtle at defending his own ideas, when he supposes that he is really listening to what other people have to say. When we come together to talk, or otherwise to act in common, can each one of us be aware of the subtle fear and pleasure sensations that 'block' the ability to listen freely?  [edit] Post-Bohm "Bohm Dialogue" Principles of Dialogue "Bohm Dialogue" has been widely used in the field of organizational development, and has evolved beyond what David Bohm intended: rarely is the minimum group size as large as what Bohm originally recommended, and there are often other numerous subtle differences. Specifically, any method of conversation that claims to be based on the "principles of dialogue as established by David Bohm" can be considered to be a form of Bohm Dialogue. Those principles of "Bohm Dialogue" are: 1. The group agrees that no group-level decisions will be made in the conversation. "...In the dialogue group we are not going to decide what to do about anything. This is crucial. Otherwise we are not free. We must have an empty space where we are not obliged to anything, nor to come to any conclusions, nor to say anything or not say anything. It's open and free" (Bohm, "On Dialogue", p.18-19.)" 2. Each individual agrees suspend judgement in the conversation. (Specifically, if the individual hears an idea he doesn't like, he does not attack that idea.) "...people in any group will bring to it assumptions, and as the group continues meeting, those assumptions will come up. What is called for is to suspend those assumptions, so that you neither carry them out nor suppress them. You don't believe them, nor do you disbelieve them; you don't judge them as good or bad...(Bohm, "On Dialogue", p. 22.)" 3. As these individuals "suspend judgement" they also simultaneously are as honest and transparent as possible. (Specifically, if the individual has a "good idea" that he might otherwise hold back from the group because it is too controversial, he will share that idea in this conversation.) 4. Individuals in the conversation try to build on other individuals ideas in the conversation. (The group often comes up with ideas that are far beyond what any of the individuals thought possible before the conversation began.) Usually, the goal of the various incarnations of "Bohm Dialogue" is to get the whole-group to have a better understanding of itself. In other words, Bohm Dialogue is used to inform all of the participants about the current state of the group they are in. Incarnations of Bohm Dialogue: Peter Senge in his book "The Fifth Discipline" (1990) recommends a type of dialogue that is based on principles he says originate with Bohm, and is part of his strategy to help groups become "learning organizations". Parker Palmer in his book "A Hidden Wholeness" (2004) seems to advocate a style of dialogue that is almost identical to what Bohm originally recommended. (Palmer calls his technique "Circles of Trust.") Palmer uses his dialogue more for personal spiritual development than for business consultation. Holman (1999) explains that Linda Ellinor has used "dialogue like conversation" to establish partnership in the workplace (essentially establishing informal workplace democracy): "...there is a movement towards what we call shared leadership. Shared leadership refers to what happens as those practicing dialogue over time begin to share in the understanding of collectively held goals and purpose together. Alignment builds. Every individual sees more clearly how he or she uniquely shares and contributes to the output and end results. Formal leaders do not need to direct the activities of subordinates as much. Armed with greater understanding of the larger picture, subordinates simply take independent action when they need to without being dependent on feedback from their manager (p. 224)." William Isaacs (1999) claims to be building directly on Bohm's work. He goes into a many possible techniques and skill sets that can be used to view and enhance dialogue in a group. He focuses on a four-stage evolutionary-model of a dialogue (p.242-290): Stage one is "Shared Monologues", where group members get used to talking to each other. Stage two is "Skillful Discussion", where people are learning the skills of dialogue. Stage three is "Reflective Dialogue", which is approximately Bohm's idea of dialogue. Stage four is "Generative Dialogue", a special "creative" dialogue Isaacs seeks for his groups. Patricia Shaw (2002) distances herself from the rest of the Bohm-school of dialogue, stating "...I am not trying to foster a special form or discipline of conversation... Rather than inculcating a special discipline of dialogue, I am encouraging perceptions of ensemble improvisation as an organizing craft of communicative action" (p. 164). Shaw's form of dialogue focuses on getting group members to appreciate the different roles each other can play in conversation, in the same way that jazz (improvisational) musicians appreciate each other's unplanned contribution to a performance. Shaw's dialogue variation shows that a simpler, less idealistic approach is possible. For her all conversations are on a continuum, a gray scale that ranges from the highest, purest forms of dialogue to the lowest command-and-control conversations. In this sense dialogue is a property a conversation can have more or less of. All of the above authors and consultants are considered to be experts in "Bohm Dialogue" (amongst others.) This makes Bohm himself only one of many authorities on this subject. Some of these practitioners have made contributions and adaptations completely unforeseen by Bohm himself, making the subject of "Bohm Dialogue" much greater than the dialogue theory Bohm himself originally established, which, Don Factor believes, would have delighted him if he were still alive.Bohm Dialogue or Bohmian Dialogue is a form of free association conducted in groups, with no predefined purpose in mind besides mutual understanding and exploration of human thought. It aims to allow participants to examine their preconceptions, prejudices and patterns of thought. Bohm Dialogue was developed by David Bohm, Donald Factor and Peter Garrett starting in 1983. Bohm published his views on dialogue in a series of papers between 1985 and 1991. Bohm Dialogue (often referred to simply as "Dialogue" by its proponents) is conducted in groups of 20 to 40 people, who sit in a single circle, for a few hours during regular meetings or for a few days in a workshop environment. Participants "suspend" their thoughts, motives, impulses and judgments - exploring and attempting to "think together" collectively. According to the proposal, Dialogue should not be confused with discussion, lecture, discourse or debate, which, says Bohm, all suggest working towards a goal rather than simply exploring. Meeting without an objective or agenda is done to create a "free space" for something new to happen. David Bohm : Dialogue is really aimed at going into the whole thought process and changing the way the thought process occurs collectively. We haven't really paid much attention to thought as a process. We have ENGAGED in thoughts, but we have only paid attention to the content, not to the process. Why does thought require attention? Everything requires attention, really. If we ran machines without paying attention to them, they would break down. Our thought, too, is a process, and it requires attention, otherwise it's going to go wrong . In such a dialogue, when one person says something, the other person does not, in general, respond with exactly the same meaning as that seen by the first person. Rather, the meanings are only similar and not identical. Thus, when the 2nd person replies, the 1st person sees a Difference between what he meant to say and what the other person understood. On considering this difference, he may then be able to see something new, which is relevant both to his own views and to those of the other person. And so it can go back and forth, with the continual emergence of a new content that is common to both participants. Thus, in a dialogue, each person does not attempt to make common certain ideas or items of information that are already known to him. Rather, it may be said that two people are making something in common, i.e., creating something new together. (from On Dialogue) It seems then that the main trouble is that the other person is the one who is prejudiced and not listening. After all, it is easy for each one of us to see that other people are 'blocked' about certain questions, so that without being aware of it, they are avoiding the confrontation of contradictions in certain ideas that may be extremely dear to them. The very nature of such a 'block' is, however, that it is a kind of insensitivity or 'anesthesia' about ones own contradictions. Evidently then, what is crucial is to be aware of the nature of ones own 'blocks'. If one is alert and attentive, he can see for example that whenever certain questions arise, there are fleeting sensations of fear, which push him away from consideration of those questions, and of pleasure, which attract his thoughts and cause them to be occupied with other questions. So, one is able to keep away from whatever it is that he thinks may disturb him. And as a result, he can be subtle at defending his own ideas, when he supposes that he is really listening to what other people have to say. When we come together to talk, or otherwise to act in common, can each one of us be aware of the subtle fear and pleasure sensations that 'block' the ability to listen freely?

4. Bohm Dialogue Technique The Group works together to build new knowledge One person speaks and others listen. After listening, everyone reflects on what was just said before someone else speaks. Dialog is noncompetitive We consciously open ourselves to hearing and understanding each person's point of view. We create a space between our judgments and our reactions so that we can hear the other person in a new way.  Actual conversation is not bound by an analytic agenda that deals with pieces of a problem one by one Continued inquiry balanced with striving for an answer Bohm Dialogue. In a Bohm Dialogue, a group of people work together to build new knowledge. This process differs from a typical business meeting in several ways. First, continued inquiry is balanced with striving for an answer. We know from studies of human problem solving that people's natural tendency (at least in American culture) is to jump on the first formulation of a problem and try to solve it, rather than exploring alternative formulations. Second, the dialog is noncompetitive. People ask questions and make observations but are asked to “suspend” their thoughts; that is, not to own or push for their specific idea to be adopted by the group as the correct one. Third, the actual conversation is not bound by an analytic agenda that deals with pieces of a problem one by one. Rather, a “container” binds the conversation; that is, there is some focus to the conversation—it does not wander aimlessly over any topic—but everything said is related to the overall system that the group is attempting to understand. Fourth, the rhythm of the Bohm Dialogue is different from the typical meeting, in which everyone begins mentally critiquing the speaker and rehearsing a counter-argument before the speaker is even finished speaking. Instead, one person speaks and others listen. After listening, everyone reflects on what was just said before someone else speaks. Bohm, a physicist, likened this “cooler” pace to superconductivity. Whether we accept such a metaphor or not, some remarkable breakthroughs have come from using the Bohm Dialogue. Bohm Dialogue. In a Bohm Dialogue, a group of people work together to build new knowledge. This process differs from a typical business meeting in several ways. First, continued inquiry is balanced with striving for an answer. We know from studies of human problem solving that people's natural tendency (at least in American culture) is to jump on the first formulation of a problem and try to solve it, rather than exploring alternative formulations. Second, the dialog is noncompetitive. People ask questions and make observations but are asked to “suspend” their thoughts; that is, not to own or push for their specific idea to be adopted by the group as the correct one. Third, the actual conversation is not bound by an analytic agenda that deals with pieces of a problem one by one. Rather, a “container” binds the conversation; that is, there is some focus to the conversation—it does not wander aimlessly over any topic—but everything said is related to the overall system that the group is attempting to understand. Fourth, the rhythm of the Bohm Dialogue is different from the typical meeting, in which everyone begins mentally critiquing the speaker and rehearsing a counter-argument before the speaker is even finished speaking. Instead, one person speaks and others listen. After listening, everyone reflects on what was just said before someone else speaks. Bohm, a physicist, likened this “cooler” pace to superconductivity. Whether we accept such a metaphor or not, some remarkable breakthroughs have come from using the Bohm Dialogue.

5. Leadership Equation

6. Networking and NQ The idea of "networking" is, of course, not new. Sales Trainers have been working in this area for years. What’s new is the intensity and absolute necessity of networking for everyone. Networking has proven to be a very effective way to increase word of mouth advertising.  Many sales people get 80-90% of their business through networking organizations. Networking effectively creates Third-party synergistic opportunities that will expand the number of professional contacts who refer their clients, customers, associates, friends, and relatives to you. Networking should be done within organizations (Share Best Practices with colleagues in similar roles; Share leads; discuss business facts, etc.)

8. Networking Models Continuous improvement efforts follow this path: Align the production and distribution networks Assess the trade-offs: stock levels and manufacturing flexibility Assess demand planning accuracy and customer service targets Gain more flexibility and reduce the average cycle time Reducing working capital Renovation and innovationContinuous improvement efforts follow this path: Align the production and distribution networks Assess the trade-offs: stock levels and manufacturing flexibility Assess demand planning accuracy and customer service targets Gain more flexibility and reduce the average cycle time Reducing working capital Renovation and innovation

9. NQ Points – by Jeffrey Gitomerwww.gitomer.com The Little Black Book of Connections “What really distinguishes high performers from the rest of the pack is their ability to maintain and leverage personal networks.” “The most effective knowledge workers create and tap large, diversified networks that are rich in experience and span all organizational boundaries.” “It is not who you know, it is who knows you. And how they remember you.” “You can connect in such a positive and memorable way that you create a reputation at the same time”. The Social Side of Performance Author(s): Rob Cross; Thomas H. Davenport; Susan CantrellReprint 451007; Fall 2003, Vol. 45, No. 1The Social Side of Performance Author(s): Rob Cross; Thomas H. Davenport; Susan CantrellReprint 451007; Fall 2003, Vol. 45, No. 1

10. Networking Tips: 1. Networking is not just about getting a job, or selling a product or service. Its main purpose is to give or get useful information. As such, it is one of the best research tools. We will review specific data you should attempt to acquire during networking opportunities. 2. It doesn't have to be slimy. Even if we do want or need some products, we refuse to buy because of the offensive sales tactics. In today's successful networking model, we look for ways to help other people, and we don't ignore people who may not be in our target market. 3. Networking gets harder when we feel more desperate. Others can sense when your sole purpose is to make a sale. If you change your objective to taking a single step closer to your goal, the stakes won't seem as high and you will feel more relaxed and present more calm and collected. 4. Never put anyone you are networking with on the spot - take the pressure off everyone. The easiest way to do this is to ask general questions rather than direct questions. Ask about "business owners like you," "companies like yours," "in your industry," instead of seeking information specific to them. Those facts will come later. 5. Ask open-ended questions. Replace the question "Do you know anyone at Nestle that buys copiers?" with, "Whom would you recommend I speak with at Nestle regarding copiers?"

11. Networking Tips 6. Networking is happening all the time, Anywhere and at any time. 7. Your networking results will improve if you decide in advance exactly what you want to gain from an upcoming conference or meeting. Find out who will be there. How many quality contacts should you target to meet at this size event. Perhaps PRP may be willing to be a sponsor for the event? Could you be a volunteer or present at the event? But be sure to remain open to the unexpected and give yourself permission to take another path when it presents itself! 8. Networking works best when we build relationships. It shouldn't be used just to promote ourselves. Most organizations will not allow you to present (an audit slides) if you are promoting yourself with a speech at a conference. You need to build credibility as a subject-matter expert and not push yourself or PRP at the event. Try to build a long-term relationship and listen for how another contacts personal network could generate huge benefits to us over time. 9. What you get back doesn't necessarily come back from the same people you've helped in the past. Those you help will spend time saying good things about you. As word gets around, other people will seek you out. This is referred to by Gitomer as the “Who knows you?” concept. As your good reputation grows, other people will help you, and you will reach your goals. 10. Quality is so much better than quantity! Meeting 2-3 people at an event and learning more about their needs and challenges is far more valuable than collecting (or giving away) 30 business cards. Understanding a person and his or her business will give you good insight as to what you can do for them when an opportunity arises - be it information, a link to another person, or an offer of working for them as an employee. Networking is happening all the time, even when you don't think it is. The trick is to be open to the possibility that anyone you meet could be in a position to help you reach your goals, even if you don't know how they can in that initial moment. With Family, Friends, Alumni Networks, Kids Friends Parents, Neighbors, Sports leagues, Hobby Groups, Churches, Airports or any other place where you spend time and think a possible business lead may be possible. You may find that they are connected to a firm you are targeting. Just be careful not to abuse the relationships. 7. Your results will improve if you decide in advance exactly what you want to gain from an event. Find who will be there. Do you want to meet three new people? Learn more about volunteer opportunities in an organization or region? Find a better mechanic? Look for volunteers for an organization near and dear to you? All are possible if you keep in mind why you're there. With that said, be sure to remain open to the unexpected and give yourself permission to take another path when it presents itself! 8. Networking works best when we build relationships. It shouldn't be used just to look for sales opportunities or try to promote ourselves. If we are so focused on "the next sale" (putting dinner on the table), we come across as tense, and may fail to build relationships for the long term. We may even overlook a person whose own network could generate huge benefits to us over time. 9. What you get back doesn't necessarily come back from the same people you've helped in the past. Those you help will spend time saying good things about you. As word gets around, other people will seek you out. As your good reputation grows, other people will help you, and you will reach your goals, helped sometimes only indirectly by those you've helped in the past. Even though this is very true these days, some of your contacts may still expect something in return for their help. Be sure you know this before you disappear into the sunset! 10. Quality is so much better than quantity! Meeting 2-3 people at an event and learning more about their needs and challenges is far more valuable than collecting (or giving away) 20 business cards. Understanding a person and his or her business will give you good insight as to what you can do for them when an opportunity arises - be it information, a link to another person, or an offer of working for them as an employee. Networking is happening all the time, even when you don't think it is. The trick is to be open to the possibility that anyone you meet could be in a position to help you reach your goals, even if you don't know how they can in that initial moment. With Family, Friends, Alumni Networks, Kids Friends Parents, Neighbors, Sports leagues, Hobby Groups, Churches, Airports or any other place where you spend time and think a possible business lead may be possible. You may find that they are connected to a firm you are targeting. Just be careful not to abuse the relationships. 7. Your results will improve if you decide in advance exactly what you want to gain from an event. Find who will be there. Do you want to meet three new people? Learn more about volunteer opportunities in an organization or region? Find a better mechanic? Look for volunteers for an organization near and dear to you? All are possible if you keep in mind why you're there. With that said, be sure to remain open to the unexpected and give yourself permission to take another path when it presents itself! 8. Networking works best when we build relationships. It shouldn't be used just to look for sales opportunities or try to promote ourselves. If we are so focused on "the next sale" (putting dinner on the table), we come across as tense, and may fail to build relationships for the long term. We may even overlook a person whose own network could generate huge benefits to us over time. 9. What you get back doesn't necessarily come back from the same people you've helped in the past. Those you help will spend time saying good things about you. As word gets around, other people will seek you out. As your good reputation grows, other people will help you, and you will reach your goals, helped sometimes only indirectly by those you've helped in the past. Even though this is very true these days, some of your contacts may still expect something in return for their help. Be sure you know this before you disappear into the sunset! 10. Quality is so much better than quantity! Meeting 2-3 people at an event and learning more about their needs and challenges is far more valuable than collecting (or giving away) 20 business cards. Understanding a person and his or her business will give you good insight as to what you can do for them when an opportunity arises - be it information, a link to another person, or an offer of working for them as an employee.

12. Creating a “Personal Commercial” Your Personal Commercial Worksheet Your commercial is your opportunity to provide information to create interest and response from prospects. It is NOT a bunch of boring facts about what you do -- rather it is a series of questions and statements designed to communicate how you help others and solve problems. It is the prelude and the gateway to a sale. Name ______________________________________________ Company Name ________________________________________ What you do (creatively/briefly) ______________________ Power Question ________________________________________ (Ask more follow-up questions until you get the information you need. "How are you currently using ad specialties?“; "What are you doing to keep your name in front of your customers every day?" "How often do you contact your present customers?" Power Statement ________________________________________ How you help others solve their problems ______________ Why prospect should act now ____________________________ Instructions. Fill out the form. Read it from top to bottom. Time it. Practice it. Practice it. And voila! Here is an example of a personal commercial. Let's say I'm the president of a company that sells advertising specialties... Name. "Hi, my name is Jeffrey Gitomer." Company Name. "My company is (I'm the president of) Continental Advertising." Creatively say what you do. "We impact your image, create sales, and ensure repeat business by providing innovative advertising specialties that keep your name in front of your customers and prospects." Insert your Power Question(s). "How are you currently using ad specialties?" (Variations: "What are you doing to keep your name in front of your customers every day?" "How often do you contact your present customers?" "What are you doing to ensure that your name is in front of your customers more than your competitors?") Insert your Power Statement(s). (How you help)(May be modified based on answers to Power Questions.) "I think we can help you. We have creative brainstorming sessions with our clients where we bring together a small team of our people and yours. We place various items on the table that relate to your business and the customers you serve. This process creates dialogue that leads to innovative products that complement your marketing plan and impact your customer's image of you. Not only is it productive, it's fun." Why the prospect should act now. Would you like to schedule a brainstorming session, or have lunch first and preview a few items to get a better feel for what I mean?" Use this example to help you write your own commercial. After you write it, rehearse it. Then go try it out and adjust it for the real world. Practice it (more than twenty-five times in real situations) until you own it. Here is an example of a personal commercial. Let's say I'm the president of a company that sells advertising specialties... Name. "Hi, my name is Jeffrey Gitomer." Company Name. "My company is (I'm the president of) Continental Advertising." Creatively say what you do. "We impact your image, create sales, and ensure repeat business by providing innovative advertising specialties that keep your name in front of your customers and prospects." Insert your Power Question(s). "How are you currently using ad specialties?" (Variations: "What are you doing to keep your name in front of your customers every day?" "How often do you contact your present customers?" "What are you doing to ensure that your name is in front of your customers more than your competitors?") Insert your Power Statement(s). (How you help)(May be modified based on answers to Power Questions.) "I think we can help you. We have creative brainstorming sessions with our clients where we bring together a small team of our people and yours. We place various items on the table that relate to your business and the customers you serve. This process creates dialogue that leads to innovative products that complement your marketing plan and impact your customer's image of you. Not only is it productive, it's fun." Why the prospect should act now. Would you like to schedule a brainstorming session, or have lunch first and preview a few items to get a better feel for what I mean?"

13. Networking and NQ Growing in Intensity and Form NQ Skills are an absolute necessity for all professionals Three important NQ factors: The number of people in your various networks? The depth of your relationships with those people? How often you interact with them?

14. How to establish personal credibility: – Experience – Knowledge – How you present yourself (EQ) – Your associations Your credibility is: – Established by your reputation – Reinforced by others (Connections)

15. Collaboration Build Trust Being Assertive Working together to find solutions Taking the time to explore areas of disagreement Resolving conflicts Creativity Admit Mistakes Disclose Information Play by the rules Listen to Feedback Openly acknowledge others concerns Be willing to change Show confidence in others Empathize

16. Best use of the Internet As A Sales Tool Helps you create a relationship (emails, knowledge of other, etc) Helps you develop trust, credibility and likeability (facts, rapore) Info a finger tips; Speed, Value-Content in the messages. Expectations are high – Deliver info/service/product NOW! Sell what they need, deliver it tomorrow, resolve problems in an instant, prevent problems, and serve in a memorable way. Key Values are: Your Name, questions, Ideas, creativity, presentation, perceived value, and ability to create value. Lowest Price = Lowest Profit. Study Creativity to get to WOW effect! Be accessible (24-7-365)

17. Best practices on the Internet Research the company (Google then hone in on the best data; Not just their own site). Check out the competitors websites Google the person’s name who is your contact/appointment Google yourself to see what is out there on you and your firm. Use all this data to craft brilliant questions prior to the meeting.

18. Networking Tools Answer some questions before you do networking: Select the right Tool/Website for your specific purpose – Plaxo, Linkedin, Rize, Facebook, MySpace, Youtube, etc. Having valid business reasons for Networking Know how to do advanced searches with the tools Be respectful if you elect to decline an invitation to make a connection. Give proper recommendations

19. Linked In Can Help you to: Present yourself and your professional capabilities Find and reconnect with colleagues and classmates Leverage powerful tools to find and reach the people you need Ask questions about Sales Tips Use the question option to query your connections for info Build a powerful network of trusted professionals Discover professional relationships and opportunities Tap into inside connections and information Get the edge that gives you competitive advantage 15 million professionals

20. NQ Connections: Good questions Ask the following questions to find a valid Business Reason to connect with new person on line: Why should we connect? What are the mutual benefits? Is there a past connection? Can credibility be reasonably transferred between this person and their connection to you? Is there a common link through a professional association? Who else do you know in their inner circle? Request connections with those new names.

21. Parting Thought Even if you're on the right track, you'll get run over if you just sit there. -- Will Rogers

22. Call 805-582-2619 for more information.