“Identify you personal interests, think with purpose and share your ambitions”
In the world of sales is natural to find employees that find tedious the art of networking (considered as “Art” by many businessmen). On the one hand, we find employees that regard it as an effective business strategy that will lead them to nurture new or existent relationships, strengthen its skills and improve the quality of work. On the other hand, some believe that the developed communication and relationship between the clients and them is fake, tagging networking as inauthentic and irritating. Yet, we all can agree that is a necessity which provides deep knowledge about our target market and in the long term, financial outcomes.
Previous researches have found that employees who consider networking distasteful tend to earn less bonuses than their peers and in most cases, underperform. At first glance, it would be easy to dismiss employees who are not engaged with networking, but fortunately there is a method to change its mindset and boost its performance.
Primarily, it is pivotal to be acquainted with the personality of your employees so as to find out who is more likely to fall into the stress of networking when starts becoming a routinary task. Identifying it in early stages, the management will reduce the risk of jeopardizing the sales performance and build a training plan for them. For instance, if the organization focuses on topics of common interest for the employees networking can be seen as an opportunity for personal development.
Some global organizations utilize intentionally case studies of its clients during the training formation as some individuals start to find their job more meaningful when a common aspiration is perceived, therefore changing its mindset towards networking and finding it more authentic and inspirational.
Also, the level of rank within an organization is usually seen as indicator of confidence and comfort. Mostly, senior employees feel more comfortable networking than those of lower rank due to their authority and experience in the company. But it does not mean that low-ranking employees should feel less important. Undoubtedly, high-ranking employees have higher salaries, but ambitions and motivations are not necessarily similar. In fact, although most consider money as the main working motivation, some studies have shown that intangibles such as recognition and gratitude are as important as money and, more rewarding, when is expressed publicly.
Finally, it is not about how much you know, it is about how much you can contribute. Frame your networking as a collective target and avoid personal ambitions. Think higher. Generating collective benefit, you will be rewarded by your superiors and viewed as a pro-active participant within the organization. Colleagues will follow suit and your internal networking will increase rapidly.