When we talk about building your network, it’s really about building a community of support. It isn’t about working the room, schmoozing, or collecting business cards. In fact, it doesn’t even have to take place at a big cocktail party or conference.
Why Networking Matters
These days, having a network of contacts, connections and people to partner with is more important than ever. With greater ease of access to information, it’s our relationships that help us differentiate ourselves. In fact, without a good network, nowadays it’s hard to find a job, do that job well, and position ourselves to advance to the next level.
When you build your community and broaden your network, you gain access to a new well of knowledge, experience and contacts. And each of those people in your community has their own network that becomes your extended network, which you can access and activate as needed. And it’s reciprocal, so you’re also offering your network the same benefits.
How To Go About Networking
For many people, the whole idea of networking feels icky and overwhelming. Plus, who has spare time to devote to something that doesn’t have a clear payoff in the near term? Well, if that’s what you’re thinking, you’re not alone. Here, 10 strategies to be more successful at networking.
Frame Networking In a Positive Way
You’ll have the most success if you think about it as building a community of support. Whenever you think of an activity as something to dread, you may put it off or do it badly, which makes it a self-fulfilling prophecy. Instead treat it as an experiment, look at the benefits; then it all becomes more easeful.
Recognize that Networking Is an Investment
It’s like building the foundation for your house. You’re building relationships that are the foundation for your career. It’s an investment that may yield returns over a longer period, and maybe even through another part of the network. The good thing is, these relationships are a portable asset that travels with you no matter where you go. That portability means it’s never a wasted effort, and also serves as a useful reminder to avoid taking a transnational approach, such as expecting immediate, on-the-spot results.
Be Clear About Your Purpose
Reminding yourself of why you’re building this community will help you to take action, and to take actions that make sense. For example, your “why” will guide the kinds of invitations you accept and the people you choose to approach given your limited time. And every once in a while, say yes to something you normally wouldn’t say yes to. That keeps things fresh while also testing whether your criteria are still appropriate.
So what is your purpose? Is it about building your network for the job you’re in? To be in the flow of future opportunities? To learn and gain knowledge in a particular area or aspect? To find business partners?
All of these are valid goals, and you can have more than one. The important thing is to identify what those goals are so that you can be open to the opportunities that come your way.
Do It Your Own Way
If big events aren’t your thing, don’t sweat it. You can choose to network in one-on-one mode or in small groups instead. Nobody said you have to go to the massive “meat market” events. Invite someone for a coffee, form a running group, come up with the settings that work best for you.
For my introverted client, his solution is to start setting up more targeted coffee meetings, whether one-to-one or in a small group, and to attend only the absolutely necessary big events. And when he wants to broaden his circle, he’ll ask for advice on whether there’s anyone else he should be talking to on the subject.
Show Up and Set a Goal
When you find that you have to be in a large group setting, set a goal and let yourself off the hook once you achieve it. For example, if you’re shy, you could set the goal of talking to someone within 30 seconds of entering the room, which will break the ice. Or decide that you will introduce yourself to 3 people and find out something intriguing about them. Who knows, you might even end up enjoying it and outperforming your own expectations.
Another strategy when you’re uncomfortable going it alone at a big reception is to agree to go with someone else.
Experts have discovered that if you approach a group of people on your own, they were unlikely to let him into the conversation. But if you are accompanied by another person, then both would be welcomed into the group. Perhaps this has to do with the concept of social proof– that if you’re in a pair, then at least someone finds you acceptable. In any case, we teamed up that evening and it worked like a charm.
Network From Wherever You Are
Sometimes it doesn’t take extra time from your day to network if you’re sitting next to someone in a conference, on a flight, at a neighbor’s barbecue, or in a WeWork space. When you see someone new or someone who you would like to get to know in your normal course of life, start a conversation. Introduce yourself. Be interested in learning about them. Make use of your daily travels to build your network – there’s the added benefit of being easy to keep in contact if you find there’s a potential connection. Don't forget to travel with your business cards.
Come Up With a Set of Stock Phrases
When you have a set of ways to open a conversation it can be less daunting to participate actively in larger settings. Why not use them as an opportunity to try out different ways to talk about what you do? It's invaluable to see how your approach “lands” with people.
For example, my client also set himself the task of coming up with a list of different descriptors for what he does. He referred to them as “little elevator speeches” that he can use when he goes to networking events.
Once you get beyond the first meeting, and if you decide it’s worth keeping in touch, then be willing to give before you take. I like to follow up with a note and an article or some other thoughtful offer that builds on what we talked about. For example, if we’ve spoken about a common interest in leadership, I might send my favorite article as a follow up, or make them aware of an interesting program on the subject. Or better yet, find a way to help them achieve their goals by making an introduction to someone else who can help them.
But Then, Do Ask
Building your community is a two-way street. By making an ask now and then, it can strengthen the relationship. Plus, that way, both sides can feel they’ve contributed. For example, some of my mentees have expressed concern that they are getting all the value without contributing, and always feel better when I ask them for some insights on what their fellow Millennials are thinking.
Perhaps the most important takeaway is that while it is easy to get overwhelmed, you have to start somewhere. The important thing is to get going, and keep going. It’s better to start small and keep it up rather than go in bursts that you can’t maintain.
Women of the Middle East have made significant strides in the past decade in a number of sectors, but huge gaps remain within the labor market, especially in leadership roles.
A huge number of institutions have researched and quantified trends of and obstacles to the full utilization of females in the marketplace. Gabriela Ramos, is the Chief-of-Staff to The Organization for Economic Co-operation and Development (OECD), an alliance of thirty-six governments seeking to improve economic growth and world trade. The OECD reports that increasing participation in the women's labor force could easily result in a $12 trillion jump in the global GDP by the year 2025.
To realize the possibilities, attention needs to be directed toward the most significantly underutilized resource: the women of MENA—the Middle East and North African countries. Educating the men of MENA on the importance of women working and holding leadership roles will improve the economies of those nations and lead to both national and global rewards, such as dissolving cultural stereotypes.
The OECD reports that increasing participation in the women's labor force could easily result in a $12 trillion jump in the global GDP by the year 2025.
In order to put this issue in perspective, the MENA region has the second highest unemployment rate in the world. According to the World Bank, more women than men go to universities, but for many in this region the journey ends with a degree. After graduating, women tend to stay at home due to social and cultural pressures. In 2017, the OECD estimated that unemployment among women is costing some $575 billion annually.
Forbes and Arabian Business have each published lists of the 100 most powerful Arab businesswomen, yet most female entrepreneurs in the Middle East run family businesses. When it comes to managerial positions, the MENA region ranks last with only 13 percent women among the total number of CEOs according to the Swiss-based International Labor Organization (ILO.org publication "Women Business Management – Gaining Momentum in the Middle East and Africa.")
The lopsided tendency that keeps women in family business—remaining tethered to the home even if they are prepared and capable of moving "into the world"—is noted in a report prepared by OECD. The survey provides factual support for the intuitive concern of cultural and political imbalance impeding the progression of women into the workplace who are otherwise fully capable. The nations of Algeria, Tunisia, Morocco, Libya, Jordan and Egypt all prohibit gender discrimination and legislate equal pay for men and women, but the progressive-sounding checklist of their rights fails to impact on "hiring, wages or women's labor force participation." In fact, the report continues, "Women in the six countries receive inferior wages for equal work… and in the private sector women rarely hold management positions or sit on the boards of companies."
This is more than a feminist mantra; MENA's males must learn that they, too, will benefit from accelerating the entry of women into the workforce on all levels. Some projections of value lost because women are unable to work; or conversely the amount of potential revenue are significant.
Elissa Freiha, founder of Womena, the leading empowerment platform in the Middle East, emphasizes the financial benefit of having women in high positions when communicating with men's groups. From a business perspective it has been proven through the market Index provider MSCI.com that companies with more women on their boards deliver 36% better equity than those lacking board diversity.
She challenges companies with the knowledge that, "From a business level, you can have a potential of 63% by incorporating the female perspective on the executive team and the boards of companies."
Freiha agrees that educating MENA's men will turn the tide. "It is difficult to argue culturally that a woman can disconnect herself from the household and community." Her own father, a United Arab Emirates native of Lebanese descent, preferred she get a job in the government, but after one month she quit and went on to create Womena. The fact that this win-lose situation was supported by an open-minded father, further propelled Freiha to start her own business.
"From a business level, you can have a potential of 63% by incorporating the female perspective on the executive team and the boards of companies." - Elissa Frei
While not all men share the open-mindedness of Freiha's dad, a striking number of MENA's women have convincingly demonstrated that the talent pool is skilled, capable and all-around impressive. One such woman is the prominent Sheikha Lubna bint Khalid bin Sultan Al-Qasimi, who is currently serving as a cabinet minister in the United Arab Emirates and previously headed a successful IT strategy company.
Al-Qasimi exemplifies the potential for MENA women in leadership, but how can one example become a cultural norm? Marcello Bonatto, who runs Re: Coded, a program that teaches young people in Turkey, Iraq and Yemen to become technology leaders, believes that multigenerational education is the key. He believes in the importance of educating the parent along with their offspring, "particularly when it comes to women." Bonatto notes the number of conflict-affected youth who have succeeded through his program—a boot camp training in technology.
The United Nations Women alongside Promundo—a Brazil-based NGO that promotes gender-equality and non-violence—sponsored a study titled, "International Men and Gender Equality Survey of the Middle East and North Africa in 2017."
This study surveyed ten thousand men and women between the ages of 18 and 59 across both rural and urban areas in Egypt, Lebanon, Morocco and the Palestinian Authority. It reports that, "Men expected to control their wives' personal freedoms from what they wear to when the couple has sex." Additionally, a mere one-tenth to one-third of men reported having recently carried out a more conventionally "female task" in their home.
Although the MENA region is steeped in historical tribal culture, the current conflict of gender roles is at a crucial turning point. Masculine power structures still play a huge role in these countries, and despite this obstacle, women are on the rise. But without the support of their nations' men this will continue to be an uphill battle. And if change won't come from the culture, maybe it can come from money. By educating MENA's men about these issues, the estimated $27 trillion that women could bring to their economies might not be a dream. Women have been empowering themselves for years, but it's time for MENA's men to empower its women.