When you say "networking," many people think, "it's what you do when you want to find a job." First you make a list of everyone you know, then you call them asking for referrals, and call the referrals hoping for, if not a job, at least more referrals. If you've ever attempted this process, you've probably wondered why it didn't work as well as the experts told you it would.

Networking is more than just working your way through a maze of contacts, making brief connections. It's a process that needs to be approached strategically and over the long-term. For many successful people, including politicians, salesmen, reporters, self-employed consultants, policemen, and even engineers, networking is a routine they practice assiduously and an integral part of their professional and personal lives.

Kelley and Caplan in their productivity studies among engineers and computer scientists at Bell Labs (reported in Harvard Business Review, July-August 1993) found that what separates the 'stars' from the average workers is not differences in their cognitive abilities, but in the strategic ways top performers do their jobs, in particular taking initiative and maintaining a network of knowledgeable people that can be called upon at any time. IEEE-USA found through their surveys of unemployed members (1995, 1996, 1998) that networking is considered by those successfully re-employed as the most effective job search technique. Other studies have reported on the links between networking activity and the success of managers and entrepreneurs.

But, the research also shows that networking is more than superficial connections. In the Bell Labs study, one star engineer explained networking as a barter system where one needed to earn his/her own way. One of the average performers told of once 'networking' by calling on various technical gurus for help in solving a problem and then waiting for hours by the phone for unreturned calls. The difference in perceptions being the star had made networking a way of life and the network was well in-place before he needed to call on it.

Network fundamentals: Quality not Quantity

So it is with networking. Giving advice or information to a stranger is relatively easy. But, we are loathe to go too far out on a limb for someone we don't know by using our influence or giving out our hard-earned network contacts. It's a matter of trust - we are risking our own reputation when we refer someone to our contacts, so we'd better feel certain that this person will live up to expectations and not abuse our network contacts.

How do you build up relationships? First find some common ground and establish a rapport. This common ground might be being members of the same organization, working in the same industry, having the same hobbies, coming from the same hometown, being referred by a mutual friend, or having read an article the other has written.

Then, do unto others before they do unto you. Networking is about helping others - about trading favors without keeping score. Harvey Mackay, author of Dig Your Well Before You're Thirsty, tells a story of when he met Larry King on the street after both of them had come out of an ad agency promoting their books. Sharing a short limo ride, Mackay didn't spend his time trying to impress Larry and thereby hope to get a spot on the show. Instead, he tried to come up with a way he could help him - and he did end up suggesting something helpful. In return, he got an invitation to appear on the show. The moral being, if you take care of other people, you'll have the best network.

First step in networking: Develop a plan

Why am I networking? The answer may seem obvious, but keep in mind that needs change through the years and as your circumstances change. Now you might be networking to find a new job in a different industry. Next year you might be networking for professional development and advancement within that new industry. And, later your goal might be to enhance your professional expertise. You will need to review your objectives periodically and adjust your networking strategy accordingly. Consider personal as well as professional objectives.

Who should you be networking with? Identify the organizations, groups, events, etc. where you will find the people who will help you achieve your networking goals. Consider professional associations, charitable organizations, networking groups, training or continuing education, or Internet chat rooms or discussion groups, to name a few. Strive for diversity within your network. Include people from all walks of life, from above and below in the social and professional hierarchy and across disciplines. Also look to include in your network key individuals that can be the gateway into other networks, such as headhunter, real estate broker, community leader, or elected official.

What will you be able to contribute to the networking process? Follow the "do unto others" rule. Research organizations or individuals and determine how you could assist them. Volunteer - it's the best way to become involved and build relationships. There is even research that shows that regular volunteer work can dramatically increase life expectancy, particularly for men.

What do you hope to gain? You're not asking for a job, you're asking for advice -exchanging ideas, collaboratively solving problems, checking out rumors, conducting research, rallying support, checking out vendors or consultants, locating hard-to-find materials or supplies - whatever will get you closer to your goal. What you can expect to gain will depend on your rapport with these individuals and the level of the relationship you establish between yourselves.

When or where will I network? The choices are virtually endless: professional meetings, conferences, networking events, social events, political campaigns, by phone or email, golf, etc.

Reaching out - Just do it

First go back to your plan: why are you networking, why do you want to contact this person, what do you hope to gain, what can you contribute? The information you developed through prior research and planning will lead to areas of common interest and ways to establish a rapport.

Prepare a short biography or introduction of yourself that quickly describes you, your experience and what you want the other person to know about you. Make it memorable - you want to stand out from the crowd - and tailor it to the audience, the networking opportunity, and your specific goal. You have a very short time to make a good impression, therefore you want to quickly engage the other person so that they will give you the time to establish a common ground and begin to build the relationship.

Practice. Develop a script and rehearse what you will say and how you will say it. For a networking or social event, you might want to prepare eight to ten subjects for small talk - some that you can initiate and some that you want to know more about. Speak slowly and strive to convey a sense of ease, confidence and authority.

Courtesy and the ethics of networking

Always carry business cards, but don't pass them out indiscriminately. If you want someone else's card, offer yours first or give them a reason you need their card. Offer them some service that will give you the opportunity to ask for their card. Write notes on the back to remind you (and on the back of your card to remind your contact) of where you met and what you discussed. However, be aware, in some cultures (e.g., Japanese) writing notes on someone's card is considered rude.

Know what it is you expect to get from this contact and be specific. Don't use pressure tactics and don't ask for more than you would feel comfortable giving under the same circumstances. Your first objective should be information and advice. One good way to approach it is to make an initial contact through email or phone asking for a specific time when you can call back and get thirty minutes to discuss a particular subject. Then call back at the appointed time and make sure you only take the thirty minutes you promised.

"Do unto others before they do unto you." Pass along information, offer assistance, give referrals - help others and they will be more likely to help you.

Always follow up leads, and acknowledge your sources. Besides being polite, it can help in establishing a common ground.

Always thank a contact for their time, information or referral, preferably with a short, written note. If they made a referral that turned out to be particularly valuable, let the referrer know of that success. Most people want to be helpful and any indication that you appreciate the value of their assistance will go a long way toward making them open to future networking approaches. You never know when you might want to call on them again.

Be sensitive when networking with consultants not to ask for information they would normally provide as a fee-generating service (like asking a doctor you meet socially for a diagnosis).

Always do what you promised to do when you promised to do it.

Networking as a way of life

Sustaining the network means keeping in contact. If they don't remember who you are or what you do, they won't think of you when the opportunity arises.

Develop a system for organizing and retrieving information about your network: business card files, computer programs, whatever works and is easily accessible. Keep not only business contact data, but pertinent and personal information as well.

When you acquire a piece of information, ask yourself "who in my network could use this information?" Be proactive about sharing and exchanging leads.

Find reasons to stay in touch. Even if you don't have any specific information to pass along, call or email your network contacts periodically to keep the lines of communication open and your name and status fresh in their minds. You don't have a network if they don't remember your name.

Seek out opportunities to make new networking contacts. Now that you can overcome your initial hesitancy (or shyness or even fear of rejection), you will find yourself open to new networks and ready to take advantage of any opportunities that may come your way.

It's not hard to network - even for engineers. Building and maintaining your network does take time, dedication, planning, and initiative, but a good network extends your knowledge and multiplies your wisdom and experience. It's well worth the investment.