Hartford Business Journal

www.HartfordBusiness.com • November 6, 2017 • Hartford Business Journal 21 The problem with networking meetings is that for the 20, 30 or 40 people in the room, the odds of that one person you want to meet being there are almost nil. The other people in the room are the same as you: They're looking to meet that one person. Here's something I've learned after 30- plus years of focus- ing on relationships as the core of busi- ness success. The people who are the decision-makers, generous connec- tors and centers of infl uence know who they are and the role they fi ll. And, they don't go to network- ing meetings. The networking meeting is like the porch light that attracts moths. The science behind this is called phototaxis. Phototaxis is an organism's auto- matic movement toward or away from light. Moths are positively pho- totactic. They seem charmed by the porch light, headlights or campfi re (even if it leads to their untimely demise). Don't be charmed by the promises networking meetings make, but seldom fulfi ll. Your time is precious. Make the most of your time by going to the places your decision-makers and centers of infl u- ence attend. Don't be charmed by the promises net- working meetings make, but seldom For example: • If your focus is on decision-makers of small and mid-sized manufacturing com- panies, get actively involved in the state and national level manufacturing associations. • If you want to connect with decision- makers of high-growth companies, attend events sponsored by Inc. Magazine, Fast Company Magazine or Venture Capital. • If you want to connect with the CFO, attend CFO conferences sponsored by orga- nizations such as The CFO Forum or Argyle Executive Forums. Another strategy is to create your own events that decision-makers and/or infl uenc- ers would fi nd value in attending. This could be as simple as a dinner party you host. Invite six to eight decision-makers, some who may know each other and some who do not. Connect them over a meal. This is a great opportunity to be generous and provide something the decision-maker or infl uencer can't get anywhere else. Hitting the links If you are a golfer, assemble a foursome that off ers connections: a decision-maker, infl uencer and one of your current custom- ers. Like the dinner party, a round of golf is relaxed and is four to six hours of one-on-one time, especially if there are a couple of hours at the 19th hole afterwards. While the marketing of networking meet- ings is the 100-watt light bulb for salespeople, it is not the best place to meet and connect with the people you want and need. Be thoughtful with your time, your con- nections and the activities that deliver results. Don't go to the light. Instead, go to where your decision-makers and infl uencers go. You'll have a much higher probability of making the valuable connections that evolve into the relationships that are the foundation of success. Ken Cook is the co-founder of How to Who, a program on how to build strong business relationships. HARTFORDBUSINESS.COM POLL LAST WEEK'S POLL RESULT: Ken Cook NEXT WEEK'S POLL: Would an Aetna-CVS merger be good for Hartford? To vote, go online to hartfordbusiness.com BIZ BOOKS Leadership lessons from the 'grass'-roots level By Jim Pawlak "Growing Weeders into Leaders — Leader- ship Lessons from the Ground Level" by Jeff McManus (Morgan James Publishing, $16.95). As the head of the award-winning landscaping depart- ment at the Univer- sity of Mississippi, McManus knows about "dirt under the fi ngernails." From his view, he's not the manager of a depart- ment; he's the CEO (chief engagement offi cer) of a successful small business. His success formula: "I focus about 20 percent on the technical aspect of the job and 80 percent on staff development." Here's how he engages workers and turns them into the CEOs (chief executive offi cers) of their jobs: It starts with a simple vision statement. His department's: "We are cultivating greatness." It speaks to the goals of the department and those of its staff . Then comes the overarch- ing goal — at the "Ole Miss" landscaping department, it's creating a campus whose beauty rivals that of Disney World in Orlando. It's a master plan that incorporates numer- ous small goals that create small wins quickly. Picking some "low-hanging fruit" boosts morale and sets the stage for larger challenges. McManus made his organization as fl at as possible and encourages feed- back up, down and sideways. He relies on staff collaboration to move projects along. When something isn't going as planned, all employees, not just those with a stake in it, pitch in to solve the problem. He created a training program off ers coursework in technical training and leader- ship development. Supervisors and staff visit other colleges and universities to check out what they're doing and how they're doing it. McManus also applies his GROW theory: "Every person has within them the potential for greatness, resiliency, opportunity and wisdom." 'grass'-roots level department, it's creating a campus whose beauty rivals that of Disney World in Orlando. It's a master plan that incorporates numer- ous small goals that create small wins quickly. Picking some "low-hanging fruit" boosts morale Jim Pawlak Book Review Has the state's fi scal crisis made you re- think your Connecticut residency? 29.7% No 70.3% Yes READER COMMENTS: "Absolutely. The people who run our state always want more and more of my hard- earned money. It's time to pack up and leave here and go to a state that is better run and actually knows the meaning of a dollar." "At this point the only thing keeping us in Connecticut is family. If my parents weren't elderly I would defi nitely consider relocating. I have already advised my children to keep their options open as far as determining job offers and/or transfer opportunities." "Can't wait to relocate to a tax-friendly state." Don't be charmed by the promises networking meetings make, but seldom fulfi ll. Your time is precious. McManus made his organization as fl at as possible and encourages feedback up, down and sideways. THE RAINMAKER Networking meetings are like moths to light By Ken Cook H ow many networking meetings are you scheduled to attend this month? One per month; two per month; one per week? Networking meetings are well marketed. They off er the promise of that one connection that will lead to new business or that one person who will become a great connector for you. They also off er that center of infl uence who seems to know everyone, and in- stantly opens up their contacts to you.

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