by Katie Mead

   This article was originally published in The Productivity Institute (PI) Newsletter

Walking into a crowded room full of professional people you don’t know can be stressful; it can even be terrifying.  However, networking is an essential tool for the successful business person, and though phone and email exchanges are invaluable, there’s nothing like the face-to-face meeting to make a real connection. 

So, unless you’re naturally extroverted or come from a solid performance background, you might be interested in a few tips to ensure that great first impression so crucial for forging profitable, sustainable, long-term partnerships to help build your business and make sure it continues to thrive.

1. Dress the part 
It may seem insignificant, but a first impression starts here.  What is your business?  Who is your target market?  What connections are you looking to make?  If you own a funky skateboard shop your ‘business casual’ might be different than that of the partner in a successful accounting firm.  Just remember that people will probably make assumptions about you and your business practices based on the image you project – your clothes are a part of the total package.  If you look sloppy, does it mean your business habits might be sloppy also?

2. Jokes: avoid them 
Although a couple of witty off-the-cuff comments might inject some levity into an otherwise awkward situation, you’ll want to be very careful.  Humour is subjective and if you launch into your stand-up routine, however well-intended, you may risk offending your new acquaintance.  Being known as charming and funny is great, but no one wants to be branded obnoxious.  Keep away from controversial topics, keep your comments on the conservative side and pick up on body language cues – this will reduce the likeliness of a major gaffe.

3. Use the person’s name
Not only will this help with memorization, it will indicate to your listener that you consider them important enough to pay attention to what they’ve said.  This will help personalize the conversation and will show that you are engaged by what the other person is saying.  And the next time you see them, when you’re able to remember their name, this will really impress them.

4. Cultivate excellent listening skills 
This doesn’t have to be complicated: as the other person talks, let them know subtly that you are paying attention.  Compliant head nods and comments like, “I see what you mean” are good ways to do this, and if you require any clarification don’t be afraid to ask questions.  Let the other person be the centre of the conversation.  If you monopolize the conversation, you risk being perceived as a selfish person. 

Instead of talking incessantly about yourself, make sure to ask questions of the other person and really listen to what they have to say.  While being polite, you will learn much more about the other person, better situating yourself to be of service to them in a business capacity.  Be an active listener and never interrupt anyone who’s talking to you.  Not only is this rude, but it will definitely work against a good first impression.

All of this, combined with an open smile, clear speech, and a good, firm handshake will definitely help your chances of making a great first impression.  The last ingredient is experience.  These tips will help, but the best thing you can do for your business is to conquer your reluctance and just get out there. 

Each time you enter the room and each time you approach a total stranger, the exercise will get easier – take advantage of the networking opportunities available to you and hone those skills.  Presumably your business excellence will keep them coming back.  But you’ve got to meet prospective clients in the first place.    
   
Katie Mead is the co-founder of Springboard Consulting, Katie is a passionate about good communication.  From a diverse background in the fine arts, she has developed a proven track record of success working in both the for-profit and non-profit sectors. Her particular areas of expertise include marketing, grant writing, non-profit resource building and management, fundraising, and the design and launch of various keynote projects and events.  Katie can be reached at:  katie@springboardconsulting.ca

by Lillian D. Bjorseth

   This article was published in The Productivity Institute (PI) Newsletter

Almost all of us have been there. We meet a new person, we run into someone we have met once or we see someone we’ve spoken with numerous times. We want to start a meaningful conversation for myriad reasons; yet, we find ourselves asking those trite questions:

• “Is this your first time here?”
• “Did you have trouble finding the building?”
• “How many people do you think will be coming tonight?”

And, just for good measure, we throw in a few “hmms” and “ahs” to make us appear even less confident.

Getting off on the right foot

Here are hints to help you feel at ease, make others comfortable, ensure you are memorable after the event and gain helpful information as well.

Establish your purpose for attending event.

• To gather information? It can vary from learning more about the sponsoring organization to making an educated decision about joining to learning more about specific businesses or individuals who are likely to attend.
• To get referrals? These can include business or job referrals or for support services necessary to run and grow your business.
• To seek advice or support? This might range from encouragement in a job search or in your venture into entrepreneurship. Or it might be from people in other companies who are employed in the same field or the same industry.

In any case, prepare your “ask for” questions and “listen for” answers so you are prepared to hold stimulating conversations while simultaneously enhancing your knowledge base.

Prepare your Verbal Business Card.

Be ready to share with others in one or two sentences what you do … not how you do it or who you are. Think of it as the front end of your elevator pitch. It’s like the bait on a fishing line hook. It’s what attracts the person and pulls them into a conversation with you. Show the other person what you can do for them … or their friends or associates.  Keep it simple because while people are listening to you, they are also assessing your appearance and behavior, trying to remember your name and planning what they will say.

Always include your first and last name (even your friends have memory lapses!), what you do, benefits to others and active verbs, the most powerful words in the English language. In general, omit your company name (unless it is really well known), your company location, titles, business labels and go easy on adjectives and adverbs. You’ll want to tailor the above information when you are with people from your company or in the same industry. They will understand and even expect jargon.

For example, one of mine is:

“I’m Lillian Bjorseth, and I help you build a new kind of wealth – social capital – by improving your communication and networking skills.”

Remember introduction basics. 

Even though you learned this in elementary school, you might need a refresher:

• A younger person is introduced to an older person
• A man is introduced to a woman
• A less important person is introduced to a VIP.

In other words, say the name of the person who is older, the woman and the VIP first. You deserve to be addressed as you want to be; however, you must let people know your preference so they can start the conversation correctly. If your printed nametag says “Robert,” and you prefer, “Bob,” it’s fine to cross through the name and print “Bob” on it.  Use a felt tip pen so people can easily read it.

Weave newcomers into the conversation. 

• When someone new joins you, immediately introduce him or her to everyone or allow the person an ample opportunity to do. Bring the person up-to-date by quickly reviewing what you were talking about (remember it’s a new conversation for them) and then asking them for an opinion or comment.
• Remember names. The start of any conversation is a good place for you to start remembering someone’s name. Hopefully, the person knows to wear the nametag on the right side (unobstructed by lapels or scarves) so that your eye will easily travel to it as you make the initial handshake. Hopefully, the person also knows to say his/her name along with the handshake. 
• Look at the nametag.
• Listen as the person gives you his/her name.
• Study the person’s business card to help implant the name in your memory.
• Repeat it several times during the first few minutes of the conversation.
• Use it when you introduce the person to others.
• Use the person’s name as you say “good-bye” to everyone you met.

Ask open-ended questions. 

The best way to avoid those one-word answers that make you feel as if your attempts at conversation have been thwarted is to not ask “yes” and “no” questions. Or, if you start off with one, have two or three open-ended questions or statements in your pocket at all times. Those one-word answers are sure to get you perspiring if you are the kind who worries about how to start conversations.

Listen, listen, listen. 

It’s the number one human relations skill and tells people whom you are speaking with how much you care … even more than the words you use. Then respond to what the person said rather than what you wish s/he would have said. Eventually you, too, will get time in the spotlight … if the other person is also a great communicator.

Lillian Bjorseth helps you build a new kind of wealth – social capital – by honing your networking, business development and communication skills. She’s author of the third edition of Breakthrough Networking: Building Relationships That Last. www.duoforce.com, lillianspeaks@duoforce.com, www.lilliancommunicates.com, www.greaterchicagonetworking.com, 630-983-5308.

by Greg Chartier, PH.D., SPHR

   This article was originally published in The Productivity Institute (PI) Newsletter

I am often asked about social networking and, in particular, Facebook and whether I have used Facebook and other sites to “check out” an applicant before interviewing them.  The questioner usually has two concerns; are there any risks with looking at these sites and, what do I do with the information I find out?

Sites like Facebook commonly contain information such as race, age, marital status, political memberships or interests or other protected characteristics. By viewing this information, you now have knowledge about these protected traits and that knowledge can be used against you to support claims of discrimination by those that are not hired.  It can also give you information or insight into someone’s private life, the organizations they belong to, their sexual orientation, their use or non-use of illegal drugs. This information, while not usually protected, can also be used to support claims of discrimination.

So, does this mean I shouldn’t look at these social networking sites to get a better insight into someone?  The answer is, let’s look, but let’s be careful with the information I find out.

I have looked into someone’s social networking site and I have used that information to make employment decisions.  I have also looked at the sites of friends and relatives and counseled them on the information they must remove from their sites.  Putting private information on the internet is risky and problematic.  And I am not the only HR person who looks.

I advise my clients to make careful decisions about applicants and to narrow the “pool” down, using their regular processes and systems.  Once we have the pool narrowed to 2, let’s look at their social networking site and see if there is anything that concerns us; use of illegal drugs, heavy drinking or other personal traits that we are not comfortable with.  If we see information that makes us question an employment decision, throw that information into the process and let it be part of the entire portrait we are painting about the applicant.  The information we collect should not be the only decision point but it should be included in the decision process.

Does this eliminate the risk?  No, but we create risk by hiring someone.  The more we know or can find out about that person, the better hiring decision we make.  Let’s use the social networking information as part of our “toolbox” to help us make better hires.

Greg Chartier is Principal of The Office of Gregory J Chartier, a Human Resources Consulting firm and is a well-known management consultant, educator and speaker.  His practice consists of two broad areas:  Human Resources management and outsourcing for firms of less than 100 employees and Management Training. His business experience includes management positions with Pfizer, The Chase Manhattan Bank, The Bank of New York and Johnson and Johnson.  Greg is a Board Member of the Business Council of Westchester and the Chair of the Human Resources Council.  He is also a Board Member of the Job Service Employers Council (JSEC) of the New York State Department of Labor.  Greg can be reached at greg.chartier@att.net and by phone at 914-548-1689.