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Showing posts with label Elevator pitch. Show all posts
Showing posts with label Elevator pitch. Show all posts

Friday, January 27, 2012

Networking For Introverts

Forbes

9/01/2010 @ 5:11PM
Meghan Casserly, Forbes Staff

“Networking is excruciating,” says Jessica Klein, who works in rare books in Manhattan where, according event listing hub EventMe.com there are hundreds if not thousands of public and private events daily.
Klein admits: “Actually, I don’t even really ‘network. It’s more like standing around awkwardly while sipping drinks. I make phone calls to avoid talking to people. And concentrate very hard at drinking so no one bothers me.”

... Klein and thousands of others, … struggle with networking.

“In many cases it’s been defined as something negative,” says Devora Zack, author of the new book Networking For People Who Hate Networking. “Some people see it as a means to manipulate people or just an exercise in self-promotion, and these notions can definitely leave a bad taste in a person’s mouth,” she says.

But a better definition of networking, offered by Zack, is building “mutually beneficial” connections one person at a time. …

With the new framework for networking in place, Zack sets out a master plan for “introverts, the overwhelmed and the underconnected” for networking success, one social event at a time.

Here’s How:

Plan Ahead
Setting a goal for networking at an event is a great starting point for preparing yourself to succeed. Your goal can be as simple as, “I’m going to have a great time,” or as concrete as, “I’m going to walk away with three new business cards and follow up with them the next day.”

Prepare yourself to meet your goals by coming armed with questions for new acquaintances, answers you feel comfortable speaking about and tactics to help you feel as relaxed and social as possible.
Stagger your networking events throughout the month. “Don’t feel like to be a good networker you have to go to every event you hear about,” says Zack. …

Most people, she says, will crash and burn on an overwhelming schedule of events. To be responsible and effective networker, choose two to three events a month that you feel position you for success.
In choosing networking opportunities, Zack says the best strategy for success is picking events that you are inherently interested in and not necessary career-related….

Visiting card, business card, name card
Image via Wikipedia
Zack’s point is this: if you go to an event strictly to network, you might dread it and feel as if you’ve failed if you don’t walk away with a dozen new connections. But if you go to a seminar you’re interested in, you will not only be excited to go, but you will have gained something even if you leave with a single business card. An added bonus in choosing an event that interests you? Built-in talking points.

No matter what event you choose, make sure to register in advance. “You’re much more likely to bail if you don’t pre-register,” says Zack, who knows from first-hand experience how easy it is to backpedal out of events at the last minute. “…[When] you arrive you will find a printed nametag …, which makes you look good,” she says, “a lot better than stragglers who are scribbling their names down with a Sharpie.”


Work the Room
… [Another] early pointer from Zack is to never, ever arrive late. “It’s really the worst mistake you can make,” she says. “You get there and everyone’s already talking to each other, or talking in groups. … If you get there late, there’s a lot of noise, a lot of action, and worst of all you’ve got nowhere to go.”

Zack advises to make a rule of arriving within the first fifteen minutes of an event, when the mood is low-key and the number of attendees manageable. …

Once the pace of the event has picked up, use Zack’s top tactic for identifying people to talk to …. “I always tell people to get in a line,” she says, “which seems counterintuitive, but think about it: when you’re in line, you have two built in people to talk to. ...” Not only that, but again, there is a built-in talking point to make conversation easy.”

… [In] terms of promotion, Zack says that no one should feel pressured to come armed with an “elevator speech” to pitch themselves about the room. “But be prepared to ask questions, and prepare for them in return. …”


Take a Breather
… “Even within the context of an event, make sure to take a few pauses to simply not be talking to people,” [Zack] says.

One of the best ways to create “downtime” is to pause after each new acquaintance, step away and jot a few notes about them on the back of their card. … Other ways to take a breather include stepping out of the main room, checking your voicemail, “or pretending to check your voicemail!” says Zack, but it’s critical to take that time.


Check Out
Knowing how to best end a conversation within the context of a networking event is important, because you always want to end it before it fizzles out and you’re left with nothing to say. Zack offers two fail-proof exit strategies: “One of my favorites is ‘I promised I’d circulate the room, but it’s been great meeting you. Do you have a card?’ and the other is ‘I’m sure you want to meet other people, so I’ll let you go. Do you have a card?

The bottom line is that people are at events to meet people. Acknowledge it while the conversation is still upbeat and then move on. And don’t forget to smile.


Follow Up
Zack can’t stress this point enough: If you don’t follow up with people you meet at networking events, there was no point in going. … Follow up, and follow up quickly. Zack suggests the next day if it’s just a casual connection.

But if you’re looking for a favor, aim for the Friday following the event. “People are far more responsive and receptive and willing to say yes to things on a Friday,” says Zack. And if you really want to make a stellar impression with a follow up, go with a hand-written note. “They’re an endangered species, and they take three minutes. Consider them the supertool of networkers.”

Meghan CasserlyMeghan Casserly
I cover the juggle of work, life and play for smart, ambitious women.
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Wednesday, December 14, 2011

Getting Out of a Conversation

Getting Out of a Conversation
Think Growth! newsletter
Bridget diCello

...While it's good fun to visit with friends and family, in the business setting, the professional who attends a good deal of events probably does so with a business agenda in mind. While still enjoyable, the event also turns into an opportunity to build current relationships, initiate new connections and discuss business opportunities. When you wish to accomplish those objectives, getting "stuck" in a non-strategic conversation can be a problem. ...It's important to make sure you see all those people important to your success this time of year.

Why do we get "stuck"?
  •  There are a lot of people who are not good at getting into conversations, so they don't want to leave the security of the one they are in. If this is you...get out there, make eye contact, shake a hand, go get food or drink - but get comfortable getting into conversations.
  • Maybe the person with whom you are speaking does not think you have learned enough about them and their company yet! If this is you, this is a major networking mistake. Ask more questions about the other person to build a relationship. Talk less and you will be considered much more interesting.
  • The person who you are speaking with is not there to make multiple connections, just to socialize. If this is you, more power to you - enjoy yourself, but also open the door for the other person to leave if they are looking for more concrete results from their attendance at events.
  • You don't want to hurt their feelings by cutting off what they are saying. If this is you, realize that many people will speak to fill the silence, and may be relieved if you end the conversation.

How can you politely get out of a conversation?
 Start with a thank you such as: It was good talking to you... I've enjoyed our conversation... I was surprised to learn (something you learned about them...)I hope your (vacation, business venture, event they mentioned) goes well...

And finish the sentence with something that says you are thinking about them. I will let you go mingle and meet some more of the attendees. I'd like you to meet... (Identify someone you want to introduce them to and take them there.)

Or finish the sentence with something you need to do.I'm going to go try that delicious looking food.I'm going to go get myself something to drink.If you'll excuse me, I see someone I need to catch up with.

There is no requirement that you stay in a conversation for as long as it can possibly last. Especially in a business setting, most people have objectives in their head for what they'd like to accomplish.

Have you ever felt "stuck" in a conversation?

Bridget DiCello is an expert in getting things done by effectively navigating difficult conversations. She inspires audiences to take action in the relationships most important to their business and their success. Bridget is the author of Opportunity Space: Purposeful Interactions, Energizing People, Producing Powerful Business Results.

For nearly a decade, Bridget has been working with executive teams and professionals using her powerful concept of Opportunity Space to transform their teams and their businesses.
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Tuesday, November 15, 2011

Richard Branson on How to Avoid Common Startup Mistakes

Image representing Richard Branson as depicted...Image via CrunchBase

Entrepreneur.com
BY Richard Branson

Editor's Note: Entrepreneur Richard Branson regularly shares his business experience and advice with readers. What follows is the latest edited round of insightful responses. …

Q: What are some of the most common mistakes entrepreneurs make when starting out? -- John Gachiri

A: Making mistakes is part of the process of building a company; quickly recovering from them is what's most important. …

But your way forward is not entirely uncharted: When you notice an opportunity that has never occurred to anyone else, there are certain steps to turning your vision into reality. You must formulate an innovative business plan, find funding, hire the right people to carry out the plan, and then step back from your role in the business at exactly the right moment.

Step 1: Stay on Target
A mistake often associated with the first step is signaled by an entrepreneur's inability to clearly and concisely convey his idea. You have to be able to generate buy-in from investors, partners and potential employees, so nail down your "elevator speech" -- what you would say if you ran into an important potential investor in an elevator. Try using a Twitter-like template to refine the essence of your concept into just 140 characters. Once you've done that, expand your message to a maximum of 500 characters. Remember, the shorter your pitch is, the clearer it will be.

An associated error is lack of focus. ... Clearly define your goals and strategies, then establish a timeline. Don't let the other possibilities or hazy dreams distract you from achieving your goal.
Getting too far ahead of yourself is also dangerous. If your product or service is still on the drawing board, don't get sidetracked by plans for future versions. As a general guideline, looking two or three years ahead is best, but the nature of your business and feedback from your investors will help you determine just how far ahead you should plan.

Be flexible, because just as lack of planning can be a problem, adhering blindly to your plan is a surefire way to steer your company off a cliff. A successful entrepreneur will constantly adjust course without losing sight of the final destination.

Step 2: Be Realistic About Costs
Don't shortchange your start-up when estimating the funds you will require -- you'll just diminish your chances of success. Keeping your expenses under control is vital, but don't confuse capitalization with costs. …

Step 3: Hire the People You Need, Not the People You Like
As tempting as it may be to staff your new business with friends and relatives, this is likely to be a serious mistake. If they don't work out, asking them to leave will be very tough.

When Virgin starts any new business, we always hire a core team of smart people who already know the industry and its inherent risks. … One of your goals should be to find a manager who truly shares your vision, and to whom you can someday confidently hand the reins so that you can carry out the next step.

Step 4: Know When to Say Goodbye
A great entrepreneur knows when the time has come to leave the CEO role. It's seldom easy, but it has to be done: few entrepreneurs make great managers. …

Stepping back doesn't mean turning your back on your business. …

Image representing Google as depicted in Crunc...Image via CrunchBaseImage representing Larry Page as depicted in C...Image via CrunchBaseFounders shouldn't hesitate to re-insert themselves into their businesses when necessary -- look at Larry Page, who temporarily returned to the CEO role at Google in April. That said, I had to laugh when I heard this news, wondering how many managers at Virgin businesses had thought, "Wow, I hope this doesn't give Richard any ideas."
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Wednesday, July 13, 2011

Forget Your Elevator Pitch — What's Your Dumbwaiter Pitch?

Harvard Business Review wordmarkImage via Wikipedia


Harvard Business Review
12:01 PM Tuesday April 20, 2010
…Today, elevator pitches are the economic equivalent of speeches at a beauty pageant: predictable, often vapid, always bland.

…Try a Dumbwaiter Pitch instead. … Its goal? To strip an organization right down to its bones, and see how compelling it really is.

What's the one-word description of your business? …The most common answer is: hmming, hawing, and silence. The second most common answer is an imaginary benefit. The third most common answer is a raw product… . All three answers reveal a business with whose foundation, its economic concept, is confused, muddled, and perhaps even nonexistent. …


What's Twitter's Dumbwaiter Pitch? I'd say: "alerts." And that's powerful in a roiling, seething world where risk and volatility are vastly amplified. Information that alerts you to possibilities and opportunities matters more than ever before. … Twitter is one of the few companies in the economy with a solid, compelling Dumbwaiter Pitch.

In simplicity lie the seeds of explosively powerful propositions. In complexity, only confusion, incoherence, and uncompetitiveness.

Reductive, simplistic, restrictive? Think again. Nearly every disruptive business, in fact, has a Dumbwaiter Pitch as pure, simple, and powerful as Niagara Falls. Google? Search. Apple? Beauty. Lego? Creativity. …
The Dumbwaiter Pitch is so powerful because it cuts through the obfuscation, glad-handing, and double-talk … and asks them to get straight to the real point. And, of course, like the sharpest of scalpels, it reveals where there never was any meat on the bones to begin with.

Only businesses with a razor-sharp, laser-focused vision — and a disruptive economic concept — can craft a Dumbwaiter Pitch. Do you have what it takes? What's the one-word description of your business?

Umair Haque
Umair Haque
Umair Haque is Director of the Havas Media Lab and author of The New Capitalist Manifesto: Building a Disruptively Better Business. He also founded Bubblegeneration, an agenda-setting advisory boutique that shaped strategies across media and consumer industries.
Umair Haque
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