Consider this. A fresh graduate lands up with a plum job, whereas his equally qualified colleague struggles for placement. Two executives with equally compelling credentials are up for promotion?one makes it and the other doesn?t. While there may be many a reason for this, having a strong network could clinch the deal in favour of the more successful candidate. Knowing the right people can certainly open doors and provide opportunity. All other things being equal, an interviewer is likely to select the person he knows, has interacted with, and already has a positive impression about, compared to the one whom he is meeting for the first time. This hypothesis is reinforced by the Harvard Business School research, according to which 70% of new business comes from word of mouth, 80% of the best jobs are filled through networking, and for every one hour that a well-networked employee awaits an answer, the average waits 3-5 hours. Very clearly it pays to be a master at the art of networking!

What is a network? At a very basic level, your network comprises the group of people you interact with?people at the workplace, in the neighbourhood, in the parish, in the trekking group and at the club. These relationships are built during the course of your day-to-day activities without any deliberate effort or strategic thinking. Building your network of relationships, however, needs to be more strategic and cannot be left to chance. After a point in your career, given your expertise and proficiency, your professional success depends on the relationships that you have forged along the way. So who should you have on your network? A good starting point would be to list down your stakeholders in the context of your goals. This includes your manager, direct reports, internal and external clients, and peers in the organisation and in the industry. These relationships need to be built and nurtured.

A productive relationship with any stakeholder is based on your credibility, which is a function of your expertise and the trust that you invoke. Your expertise refers to the value that you bring to the table. It is the sum of your experience, skills, knowledge and ability and includes your track record?your wins and your failures. Your stakeholders? trust is based on how they have experienced you in terms of openness to different perspectives, meeting time commitments and your propensity to working towards win-win solutions that address everyone?s interests. In addition, a genuine interest in and a concern for people, an appreciative disposition, a helpful and supportive nature play a key role in developing and maintaining healthy relationships. It would be worthwhile remembering that a relationship based purely on gaining something from the other person cannot be sustained. You also need to think about what you can offer in return, as any relationship is a two-way street.

A good way to enhance your network is to participate in networking events both within and outside the organisation. Internally, various committees, working groups and cross-functional projects are not only great opportunities to learn, broaden your horizons, add to your experience and showcase your talent and expertise, but are also great channels to develop relationships with people outside your immediate area of work. Participation in external conferences and networking events would introduce you to people in the industry and thus help build your network externally. Depending on your interest, goals and area of work, you could choose from a wide range of events and conferences organised by bodies such as the National HRD network, Nasscom, Toastmaster International, to name a few. You need to strategise and be adequately prepared in order to best leverage any networking event. Study the list of delegates in advance of the event, if possible. Don?t stick to just two or three people, or your own business associates. Follow the 80:20 rule in identifying people whom you would like to connect with. Be prepared to create the best possible first impression. The way you are perceived starts from the exterior?your attire, handshake and your general demeanour. And never forget to carry your business cards. Think about how clumsy it appears when someone murmurs an apology about forgetting the business cards in office or in the car! Next, be prepared with an impactful introduction about yourself, your work and your company in three or four sentences. Take care to prepare and rehearse this, as the right words may not strike you at the spur of the moment. What is even more important than the physical preparedness is your mental preparedness, a positive attitude and above all your confidence, and belief in yourself.

It is just as important to maintain relationships as it is to develop them. Relationships fade and wear out, unless nourished regularly. Maintaining relationships requires an investment of time and effort, which often falls prey to more pressing day-to-day transactions that invariably take precedence. Think of people whom you had worked with in your previous organisation. When was the last time you connected with them? How about people in the department that you had worked in earlier? Or the people with whom you had exchanged business cards and pleasantries in the last networking event you had attended? A good approach would be to have a ready reckoner of business cards and contact details, and to list down people you?d like to stay in touch with. Connect with people once every two to three months, by sending the new year or festival greetings, useful articles or pointing them to websites that may be of interest to them. Remember, however, not to put off people by overdoing this, as that may turn out to be counterproductive by doing more harm than good!

Networking doesn?t come easily to everyone. People often find it arduous and uncomfortable. The key lies in being affable and taking a genuine interest in people, coupled with revealing yourself and finding common meeting grounds, interests and goals. Remember that your relationships or your social capital rests on your intellectual capital or your substance. Keep your spark by constantly upgrading your knowledge, skills and abilities. Bob Burg sums it eloquently when he says: ?It isn?t just what you know, and it isn?t just who you know. It?s actually who you know, who knows you, and what you do for a living.?

The author is a learning and development professional