Jolt!, Phil Cooke [reading women txt] 📗

Sopranos. Sure they get their friends jobs in construction, but once they do, they just sit around the construction site in lounge chairs, drinking beer. Nothing really positive happens. They make the money, but they don’t learn, grow, increase their skill level, or add value to the company. In the new networking paradigm, the person has to be right, you have to be right, and the project has to be right.

Start a network archive.

Consciously think about everyone you know, their particular skills, and how they connect. When I was a young director, I made a list of people I enjoyed working with, and I thought that one day, whenever I might get a big project, I’m bringing them with me. It was a good list, and ever since then I’ve continued the habit. Only today I use a computer-based contact system for the same thing. Now when I hear about an opportunity, I can immediately find a good candidate in my contact list.

Trade information with people.

Trade business cards at conferences and meetings, keep them organized, and put them in your contact manager. Don’t be obnoxious, but graciously offer people your cards and ask for theirs. It’s a fantastic way to build relationships and keep track of contact information.

When you connect people, make a good match.

Consider their career standing, experience, and personal habits and skills. All of these things become critical for making solid connections work. All it takes is one bad match and people will begin avoiding you. Make sure whenever you connect two people for a project, they are as compatible as possible.

The meeting of two personalities is like the contact of two chemical substances: if there is any reaction, both are transformed.

—CARL JUNG, PSYCHIATRIST

Meeting people is the heart and soul of networking. My father had the ability to make friends more easily than anyone I’ve ever known. One day we were shopping, and while my mom was looking at dresses, my dad struck up a conversation with a motorcycle cop outside the store. Within minutes, not only was my dad in conversation with the motorcycle cop, but he was also using the cop’s police radio to chat with the local police chief back at the station. My dad could start a conversation with anyone, anytime and anyplace.

Finally, a few closing thoughts about networking:

Don’t keep a balance sheet.

Sometimes you’ll connect people for a great project that becomes a success, but they’ll leave you out in the cold. For some reason, people don’t always reciprocate and pay back favors. Life isn’t always fair, but don’t let that stop you and don’t let it destroy your motivation. Even if you get abused four out of five times, one positive experience will still be worth it.

Become a person who makes things happen.

Men and women will always be drawn to the leaders who can get things done. The minute you miss a deadline, drop the ball, or fail, people will subtly start avoiding you, but “action” people are magnets. Michael Jordan was a clutch basketball player. When the clock was ticking, the team was behind, and the chips were down, everyone had confidence that if there was time for one last shot, Michael could make it. He was the epitome of the “go-to” guy because he knew how to make things happen.

In the same way, establish a personal reputation that, no matter what, you can make things happen. Be a game changer.

Learn the art of motivation.

Give people hope. Most people you meet are frustrated, are upset, or have given up on life. But if you can motivate them, you can build a network that can accomplish anything. Look around your company and you’ll see how few people are really motivators. Most employees, managers, and executives are only concerned about “what’s in it for me.” They cover their own backsides, think only about themselves, and rarely try to make a difference for others. If you can become a motivator, your influence in the company will skyrocket.

Collaboration is multiplication.

—JOHN C. MAXWELL, AUTHOR

Understand the power of teams.

Even the Lone Ranger, Roy Rogers, Batman, and the Green Hornet all had one thing in common—they worked with a sidekick. Tonto, Dale Evans, Robin, and Kato were the relationships that made each of those teams work.

You don’t have to do it yourself. Stop thinking about “you” and start thinking about “we.” Multiply your impact and increase your effectiveness.

THE POWER OF SOLVING PROBLEMS

Taking your eyes off yourself is the first step to real vision. That’s why one of the greatest keys to becoming successful is to do something for someone else.

In the chapter on generosity we discussed giving, but let me take that a step further:

Problem solving may be the single most important task you will ever undertake. Solve someone else’s problem and it will change your life.

Want to be rich? Become more valuable to others.

Want to move up in the company? Become indispensable.

Solving problems is what makes you more precious and essential in today’s workplace.

The bigger the problems you solve, the more valuable you become.

I have a business partner and close friend named Ralph Winter. Ralph produces major blockbuster movies, and he’s very good at it. He’s produced Star Trek, Mighty Joe Young, Inspector Gadget, Tim Burton’s Planet of the Apes, X-Men, X2, Wolverine, and The Fantastic Four.

Ralph is an expert at solving problems, and because he’s so good, studios are willing to compensate him accordingly. Ralph has a reputation that when a major special effects extravaganza is out of control, he’s the man to get it back on track. I’ve seen him get the call when a major high-budget movie was in production and spinning out of sight. He would fly to the location, bring in his team, rework the budget and shooting schedule, reassure nervous actors and crew, and calm down frantic studio executives.

In a world where major movies cost more than $100 million, Ralph solves expensive problems. As a result, he’s very valuable.

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