Submitted by: Rip Tilden, Partner, Makarios Consulting, LLC

Put follow-ups in your right pocket.

That’s one suggestion I offer to audience members during business development networking workshops. The level of detail might be surprising. Many think of networking as an exercise in shaking hands and making small talk – an excuse to call happy hour “work” or a chance for extroverts to pave the way for their next job. But with the right strategy, practice and attention-to-detail, business development networking – the process of building relationships you can support and who will support you and contribute to the growth of your business – can be an important and fruitful tool.

That idea of building a network you can support – by keeping what I call a 180-degree perspective – is the first key. In short, forget your needs. Focus first on the needs of others.

I’m privileged to serve as Chairman and CEO of the Greater Philadelphia Senior Executive Group (GPSEG), which is among the region’s largest networking and professional development organizations. GPSEG’s 1,400-plus members – senior level executives, business owners and non-profit directors, among others – join to give something, not get something. Our first goal as business leaders is to make our networks and wealth of experience work for our fellow members.

Yes, business development networking can establish or enhance your company’s brand. It can help you differentiate your business in a crowded and competitive market. But at a more basic level, it should also be viewed as a tool for strengthening relationships and establishing yourself as a trusted advisor to a growing band of people. Dale Carnegie’s off-cited quote – “You can make more friends in two months by becoming interested in other people than you can in two years by trying to get them interested in you.” – remains applicable at today’s coffee meetings and LinkedIn conversations.

The second element of successful business development networking is crafting the right strategy.

That starts with defining your vision. Who are your target customers? What are your business’ points of differentiation? Where should your business be in five years? How will you track your progress?

Start by building that strategy in writing and identifying how networking can help answer those questions. Once a vision and strategy are laid out, it takes preparation to ensure that networking efforts are purposeful and effective. A couple specific points to keep in mind:

▪ Practice your elevator speech ahead of time.

▪ Try to attend the same events your key targets do. Once you’re in the room, remember the Rule of Three: always engage with groups of at least three people and aim to generate three meaningful follow-ups (whose business cards should be stored in your right pocket).

▪ Focus on building relationships. Be generous with your time and resources. Set-up one-on-one meetings. Take informational interviews so you can get to know people who can teach you about a particular industry, share your own expertise, and make introductions that can help people in your network.

▪ In short, work to establish yourself as trustworthy – a source of competence, integrity and empathy – in the eyes of as many of your colleagues, peers and contacts as you can. Celebrate the success of those who have helped you. Look for innovative ways to help others.

▪ Finally, keep track of concrete goals and progress. Sustaining an up-to-date and easy-to-search database of the people you meet and details you learn about them is essential. So is maintaining a scorecard with specific metrics – things like group meetings, one-on-one sessions and ultimately deals-closed. Try establishing a quarterly list of SMART (Specific Measurable Achievable Realistic Timely) networking goals.

The objective in all of this is to build a network of people that can be called upon to help each other – and one that you can one day depend upon to help solve a business challenge or identify an insight that makes a positive difference for you.

Always remember that results can come from unexpected places, but only if you’re consistently focused on execution. That pocket full of follow-ups would be a good place to start.