7. Look for partners. Specifically, look for other businesses that complement what you do and might be a good source of referrals. Again, those of us in lease purchasing have it easy. We have a ton of people to work with. For those of you in other businesses, think of who would complement your business. If you are a travel agent, how about hotels, spas; a flower shop, what about bridal shops, catering services, party planners... you get idea.

8. Don't look at networking as a sales opportunity. Instead, look at it as a reconnaissance mission—a chance for you to learn something and enjoy scenery. There is a proper time and place for sales calls. This is a very important point. Read it over and over again. Networking is not sales.

9. Make a habit of being patient, polite and friendly to people, whether or not you're in an "orchestrated" setting. This is just good business behavior. If you are going to run a business, at least a successful one, these are just some of characteristics and behavior you will need to employ.

10. Finally, do something constructive with names and information you've gathered. Stay in touch with most meaningful contacts. Again, those of us in lease purchasing know importance of following up and have numerous ways to do so. For those of you in other types of business, develop a few types of follow-up methods; such as phone, fax, newsletter, brochure, card and letter.

Referrals, introductions and contacts that simply come by chance are like gifts. Be sure to thank anyone who helps you network, and when appropriate pay a nice referral fee. Your ability to be seen as a giver rather than a taker will spread word that you are someone with whom people want to do business.

Copyright 2001 DeFiore Enterprises

4. Set challenging goals. My experience has taught me that people strive to achieve what is expected of them. If you set challenging goals your team will work hard to accomplish them, providing of course, they are realistically attainable. It is amazing what people can accomplish when they are given opportunity to perform. Communicate these goals and keep your team informed on company’s progress.

5. Give them tools to succeed. No team will stay motivated if they do not have necessary tools required to do their job. This includes; equipment, internal support, inventory, marketing materials, training, etc. Simple things annoy people. Many years ago I worked in a restaurant where owner refused to give servers trays to carry drinks because he thought it was an unnecessary expense. Frustration ran high when servers had to make more trips to and from bar.

6. Manage poor performance. Your team expects you to manage individuals who do not perform to standard or contribute fully to efforts of team. However, many managers ignore poor performance because they are afraid of potential conflict. Instead, they hope that situation will resolve itself. It never does and this “blind” approach affects profitability, causes higher turnover, and contributes to low morale in workplace. While poor performance and conflict are seldom enjoyable to deal with, you have a responsibility to your team and company to manage it. Here is B.E.S.T. method of dealing with these situations:

Begin with situation. “Pat, when we receive a shipment and you expect others to put it away…” Express result. “…it causes friction because everyone is expected to pitch in.” State desired change. “In future I expect you to cooperate with rest of group to ensure that shipment is stored quickly. This means I want you to stop whatever you are working on and help put away stock.” Tell them consequence. “If you don’t contribute to this task I may be forced to take additional action.”

7. Lead by example. If you want your team to treat each other with and dignity, you need to set tone. If you expect them to be motivated and enthusiastic it is critical that you behave in this manner. As an owner, manager or business leader, your team looks to you for direction and guidance.