Put an End to NETWORKING ANXIETY Y ou’re at a networking event and don’t know where to begin. You look around the room at all the groups of people chatting away. After a quick assessment, your first instinct is to beeline for the refreshment table. Does this sound familiar? You are not alone. For a lot of people, including students, career-established professionals, and even entrepreneurs, working up the nerve to engage others in a networking setting is a challenge. Whether you consider yourself an extrovert or an introvert, it’s not uncommon to face psychological barriers that keep us from getting the most out of networking events. One thing to remember is that people who attend networking events fall on every point along the social spectrum. Regardless of where you land, you can conquer the psychological barriers and get the most out of networking events. Ask yourself why you’re attending a networking event. What is your goal? Most people go to networking events with the intention of learning about career or business opportunities. They’re interested in connecting with thought leaders, finding resources, and discovering ways to improve themselves professionally. When you better understand your purpose, you can carry that mindset with you as you meet and interact with others later on. And remember, everyone’s goal is essentially the same. You want to meet people, and people want to meet you. Pick and choose your networking opportunities. Don’t attend an event just because you feel obligated to or because one presented itself. Networking events are common enough that you can choose which ones you’ll get the most out of. Dedicate time and energy to those you are most comfortable attending and make the most sense to you and your industry or niche. Focus on making one or two solid connections. You don’t have to speak to every person or be a part of every conversation at a networking event. Hone in on the people you genuinely want to meet with. You’re looking for a person with whom you can share a mutually beneficial relationship — someone you can learn from and who could learn from you. And if you don’t make a solid connection this time, that’s okay. There is always a next time.
‘FIVE FREQUENCIES’
1. Their decisions and actions
2. What they choose to reward and recognize
3. What they do and do not tolerate
4. The way they show up informally
5. How they compose formal communications
“Five Frequencies” illustrates how correctly tuning into these frequencies can give leaders the tools they need to make bad culture good and good culture great. Full of tried-and-true examples from real companies around the globe, this guide proves that culture is not something tangible you can hold, nor is it a procedural element you can simply implement. It’s something people feel, and it’s built and explained by the behaviors that surround it. This means it can be difficult to manage, measure, and, most importantly, change. But if leaders take the time to look at themselves and the actions they exemplify, they’ll have a solid foundation to start.
Solution on Pg. 4
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