Fundamentals of professional networking

"Alone we go faster, but together we go further." This phrase, which I hear more and more
often from people who want to grow exponentially, clearly highlights the importance of
working with others. And in order to work with others, we have to develop relationships
with them, professional relationships that are as strategic as possible so that we can achieve
our business objectives or simply each of the tasks that we have to perform in our work. My
name is Lorena Díaz Quijano, and with more than 18 years of professional experience and
another 18 years training and coaching professionals and entrepreneurs on how to network,
I will share with you my learning and experience from these years. In this course you will
learn what networking is, what to consider about people and relationships when
networking, how to network professionally, how to develop a networking strategy, what are
the stages of a professional networking plan, how to network in different situations of
professional life, and how to put this planning and ideas into practice in order to develop
and implement your own networking and strategic relationship plan.

1 Introduction to networking

Welcome to the Professional Networking course

Networking is present in all professional fields. Aim to build networks and relationships. When do
we build them? We build networks through our in-person and digital contact spaces. Both spaces
are essential for building work networks that allow us to grow and achieve our professional goals.
Throughout this course, we will learn about networking in depth, its importance, the tools that
allow us to develop it, and above all, strategies to put it into action. We organize the content of
this course into four fundamental sections: people, relationships, the networking process and
networking in different professional situations. In the first part we will introduce ourselves to
networking: what it is, what it consists of, why it is important to develop networking, but, above
all, what it implies. It involves giving and receiving, generating synergy with others in order to grow
together. To understand this relationship and these concepts, it is very important to also
understand other fundamental concepts, such as people and their way of acting in their work
space, relationships and their characteristics in the professional field, work and communication
strategies. With respect to people, one characteristic that defines us is the need to relate to
others. Why do we relate? Because we have common interests, or because we want to achieve
the same goal. But would we do it the same way? Would we build the same kind of relationship?
Would we experience the same difficulties when working together in one case or the other? Surely
not. What would happen if we networked with people who have a different culture than ours?
How does personality even influence networking? These issues are important when it comes to
planning the strategies through which we are going to relate to others. It is, therefore, essential to
know the type of people with whom we are associating. Reading others is a skill that we must train
if we want to network successfully. What does that other one prefer? How is it related? What
interests does he have? Do we have common interests? How do you approach or develop your
projects? After this, it will be time to move on to our next title: relationships. First of all, it is very
important that we build relationships with a long-term view, not focusing on the current position
that a person occupies in a particular company, but rather understanding their projection over
time. Later on, it will be time to focus on professional relationships: what we understand by this
type of relationship, what differentiates this relationship from a personal one, what are the limits
and how we generate synergy, how we make the relationship grow when we meet in person, and
what strategies we have to make it grow using digital media. We continue moving forward, and in
the next chapter we will work on the networking process. Take networking as a well thought out
and planned strategy to achieve clear objectives, maximizing your possibilities. To do this, it is
essential to identify people who can help us, or not, to overcome obstacles: who helps us and who
complicates the achievement of our objectives; how to know with whom to relate and how to do
it. Accordingly, we will prioritize our contacts, always keeping our objectives in mind. Then comes
the time to define a relationship strategy, think about our audience, the message, the channel, the
frequency of communication, among others. To know if we are doing well, it will be necessary to
define specific logos for each moment. Finally, we will work on networking in different
professional situations. We will think about universities or educational spaces, also the office and
different professional events, as well as public places. Are you ready? Shall we begin?

Networking. What it is and what it is used for

If you select lines from the transcript in this section, you will go to the timestamp in the video

Why do we talk about networking? It is estimated that 80% of jobs and 70% of businesses are
found through word of mouth or recommendations. This is why networking management is
essential for anyone in the business world and for any company or organization that wants to
grow. It is a tool that allows you to plan growth and achieve your objectives in a strategic way.
What is networking? It is a way of meeting new people, generally in a business or professional
context; it is building and strengthening a network of personal contacts. Let's think, for example,
about former classmates or coworkers, people met at a social or professional event, friends of
friends, among others. Relationships with strategic people generate unimaginable possibilities. It is
the people who facilitate your access to things, who invite you, who bring you business, who make
it possible for good things to happen to you in life. This way of thinking is conveyed in a work
philosophy: networking. In this way, networking gives us the possibility of exchanging information,
contacts, activities and projects of interest that we have in common with other people. The most
important thing about networking is not only connecting, but staying in touch with those people
with whom we have started a relationship to let them know about our interests or our
professional activity in order to generate trust and dialogue in the long term. Networking is,
therefore, a way of working actively that allows us to generate a professional network of contacts.
So that? To make ourselves, our business or venture known, to be able to learn from others and to
be able to listen to others, thus finding people who can collaborate with our project, either by
becoming partners or investors and, why not, essential companions on the road. That is why it is
so important to build relationships with people, not by chance, but strategically, especially in the
case of relationships at work. It is important to have relationships with many people in the
workplace and, therefore, it is necessary to work within a professional network that consists of
strategies, actions and other ways of working that we will see throughout this course, which will
allow you to achieve your goals through relationships with others. What do we rely on to develop
networking? Why do we say it is a philosophy? The fundamental idea of networking is to give and
receive. But, be careful, in order to receive first, we must take charge of giving, have a history of
giving, of giving opportunities, offering options, listening, helping. And this makes it possible that
tomorrow we will be the ones receiving. One last very important point here: it is essential to be
convinced that networking is done in an authentic way, truly transmitting a message of openness
and willingness.

Fundamental concepts

What concept is essential to keep in mind when training in networking? There are four concepts
that are key: Why? Because if we achieve a correct integration of the four, we will have successful
networking and we will surely be able to achieve our objectives. What aspects about the person
will we be looking at? Fundamentally, our ability to relate and, above all, our need to do so, to
relate to other people so that they can help us achieve our goals, and so that we can help them
achieve theirs. Working together, we go further than if we work alone and in isolation. With others
we can build and do much more. It is always others who make things possible for us, who open
doors for us. Another aspect that we will be looking at in each person is their personality, and
especially their personal characteristics when it comes to relationships. Each of us is different and
therefore has different ways of relating. There are people who are shy, people who are more
extroverted, people who are better at handling oral language, people who are better at handling
written language, for example. These types of details are important when it comes to creating a
relationship and making it last over time. Furthermore, personality is combined with culture. We
need to be aware of the culture of each country and, why not, of the culture of each territory
within a country, but also of the culture of the company in which our potential partner works. All
of this will shape your personal culture, and this will affect the way you work and interact, so it is
important to address these issues before you start thinking about a strategy. Analyzing these
aspects will give us an idea of what we can expect from the other and how we can reach him.
Once we have investigated these questions about people, we will be in a position to understand
the potential of the relationship, of generating relationships. In general, it is advisable to think and
focus on developing long-term relationships, so that they are truly lasting and we can generate
more and more trust with the people we interact with. However, it is also important to know that
there are professional relationships that are short-term; they last as long as your work in the field
or industry, and that does not mean we should set them aside. They are short relationships, but
they can reach a high level of involvement and trust that allows us to achieve our goals.
Nowadays, it is not possible to think of relationships that are only face-to-face. Almost any
relationship that started out in person will surely have a long-distance correlation in order to be
strengthened and consolidated. In many cases, the relationship begins in person, but increasingly,
we must be open to starting new relationships from a distance; with people with whom we share
interests and needs, but not physical space. To do this, it is important to think about how we make
up for what the physical world gives us when we are in the virtual world. We will return to this
point later. Now we know our interlocutor. We have investigated his culture, personality and key
features, and we have achieved good communication with him. So how do we get closer to our
goals through these people now? To achieve this, we must develop a strategy. We talk about
networking strategy when we define in advance a series of steps to meet and contact people,
which will allow us to achieve our work objectives. For example, if we define our objective as
selling a certain amount of products, we must sit down and think about who can help us achieve
this, how we can relate to these people, through what means, when, and how. In order to develop
and deepen any type of relationship, especially if we also have specific objectives to meet,
communication is essential. Communication is central to everything we do to build relationships
and to sustain and deepen them. We must think: Does the other person receive and understand
what I need them to understand if I communicate in this way? What type of communication is
needed to be able to understand each other and move the project forward? So during this course
we will continue working on these four fundamental concepts that are so important for
networking: people, relationships, strategy and communication.

2 people in networking
Need to relate
Now let's dive deeper into one of our key concepts, people. In this particular space, we are going
to develop a tool that allows us to work on the need for relationships within our own company.
Why is it necessary to interact with people within our company? Many times we relate to each
other because we have affinity and topics of interest; but many times we do it because we have to
meet objectives, carry out tasks together and manage to finish the projects we have in hand. To do
this, it is important to identify who, within the organization, can help me achieve my objectives
and complete my tasks and projects. For example, who will be the ones who must approve my
project? These would be political contacts that are essential to achieving the final approval that
will allow us to move forward. There will also be those people who can support my project, that is,
give it strength and presence. For example, because they help me reach a particular person, or
they can provide me with key information and elements that allow me to move forward. It will
also be necessary to establish relationships with those who could help me develop the project
with activities and its enhancement. I will also have external and internal suppliers, with whom I
will need to be able to generate adequate communication that will allow me to make my needs
clear, and for them to understand the problem in the same way that I do. That is to say, we are all
talking about the same thing and in the same way. To understand what type of relationship I need
to generate, and then also outline the type of communication to develop, it is necessary to map
the type of need. I could relate to them, based on common goals, interests, and types of
industries. Using this tool we can take time to reflect on the needs of our project and who can help
us. This list of people who will be involved in the project, combined with a mapping of our
contacts, will allow us to understand who we should relate to, and how. Knowing whether that
person is someone close to us, distant, or someone we don't know, but the project deserves to
include, we can define the type of communication we will be establishing, and what strategy we
will use to get closer. Approaching a person to work on a current project will not be the same as
approaching someone to think about a project that we could develop in the future. Just as
approaching a person with whom we work or have worked, and who therefore share codes and
lived experiences, is not the same as approaching someone for the first time. When
communicating, it is important to be aware of these aspects, since if we develop a faulty
communication strategy, our communication will be filled with noise, and this will make it difficult
for us to achieve the objectives set in a timely manner. Elements such as common interests and
people; shared experiences, such as having attended the same club as a child, can facilitate access
to people who, although they work in our company, are not so close to us. It is important to
investigate and get to know our interlocutor as much as possible. To do this, we can use trusted
people, but also digital tools, such as LinkedIn. This prior research is always worth doing.

Different types of personality and culture

To work on culture, we will start with an example. Let's say that, speaking about networking, we
give the following advice: approach a person we are interested in at a conference, and invite them
to have a coffee to chat. Would this be a good strategy in all countries? In the United States, for
example, this would not present any problem; it is the way people deepen their relationships.
However, in Central America, it can be frowned upon; behind the professional intention, there can
be a more personal intention, which can make us be frowned upon. In this example, we clearly see
how a country's culture influences the way we network. It is therefore important, before
undertaking a networking project, to understand the culture of the country of origin of our
interlocutor. On the Internet we will find several sites that will allow us to know and evaluate key
factors. Among other things, what place do women occupy in the business world? To do this, we
can look at key indicators, such as how many women are in management positions in that country.
We can also investigate whether it is a male-dominated culture, a sexist one we would say, or
whether women are more equal in their place in society and, above all, in their work and personal
development. It is also necessary to investigate aspects that have to do with face-to-face
encounters. How do you greet each other in that country? With the hand, as in Austria, or with a
kiss, as in Argentina, or with two kisses, as, for example, in Paraguay? It is not a bad idea, for
example, to read the country's newspapers. What news is most relevant at that moment? Did any
climate catastrophe occur? Or shocking news that has captured the attention of the public, and
therefore also that of the company's management. What other news appears? What is daily life
like in that country, in terms of security, transportation, companies and key market players? We
will be able to see which are the most important portals in that country, and the social networks
that are used. For example, in China, it is currently not possible to use Facebook. On the other
hand, each person has some personality traits that are unique, and that make him who he is. What
are we talking about when we talk about personality? Our personality is the way we feel, think,
behave and interpret reality. Each of us has particular traits that we will bring into play when
relating to the other person, and that will allow, or not, the relationship to prosper over time.
These traits are the result of internal processes, life experiences, but also external processes. What
university or college did we attend? Who do we start our working career with? Where do we
currently work? What is our company culture like? All of this will be very important to be able to
communicate with each other and, above all, to establish a solid relationship.

Different types of people to relate to

As we have been saying, it is always important to know who we are dealing with. We always focus
on reading the other. Through our conversation, our research, we can find out what he likes, what
interests him, what tastes and habits he has, and act accordingly. For example, if we could know
your birthday, we could send you a gift. If we knew how many children he had, and whether they
were boys or girls, we could pay them some attention that would allow us to show that we were
interested in strengthening the relationship. We could know your favorite color, and send you a
gift in that color to thank you for a meeting or a key contact you helped us with. In order to be in a
position to act, we need to carry out prior research. We can use LinkedIn, as we have already
mentioned, but also other social networks where we can find him. Facebook and Instagram help
us to know their social environment. The company intranet could help us to understand your work
history within the company; who you have worked with; what projects you have participated in,
with whom; what role you have occupied in those projects; what path you have taken to be where
you are today. It may happen to us that we need to approach people we do not know. It is time,
then, to look for common acquaintances. LinkedIn or some professional network will once again
be our allies in this matter. On the other hand, we need to take a little moment of introspection to
be able to work on our own image. What image do we want to present to others? What aspects of
our personality would we like to highlight? And which ones do we prefer to keep? What part of
our professional journey would we especially like to share? What areas of our training have been
and continue to be most fruitful, and which areas can we invite others to join? For example, our
university graduate department. It is very important to take this time, because it will allow us to
make the most of the meeting with the other person, having planned our conversation in advance.
Let us remember that we continually talk about networking as a strategy, that is, thought out and
planned in advance.

What kind of contacts will validate our projects and make them prosper?

 politicians

Correct

These types of contacts, the political ones, are the ones who will check that
everything complies with the established norms and give us the go-ahead so that our
project can be developed in accordance with what is established.

the business ones

the commercials

internal and external suppliers

Question 2 of 5

The list of people who will be involved in the project and the mapping of our contacts will
allow us to understand _____ and how.

 with whom we should relate

Correct

Thanks to these two parameters we will be able to define the type of communication to
apply and the strategy to follow to approach both.

What needs do we need to cover?

the type of communication strategy we should follow

 

the type of networking strategy we should follow

Incorrect

Question 3 of 5

One of the elements that clearly influence the way of networking is _____.

 the culture of a country

Correct

Therefore, before undertaking a networking project, it is very important to know the

culture of the country of origin of our interlocutor.

business objectives
 

networking

social networks

Question 4 of 5

When we talk about personality, what are we referring to?

To the way we behave in our daily lives.

 They are all correct.

Correct

These personality traits, unique to each person, will be put into play when relating
to the other, allowing, or not, the relationship to prosper over time.

To the way we interpret reality.

The way we feel everything around us.

Question 5 of 5

Social networks are used to know _____ of our contacts.

mutual acquaintances


 social skills

the professional career

 the social environment

Correct

This knowledge will allow us to establish more personal links with them, thanking
them for their help, their involvement in our work, etc.

3.- interpersonal relationships.

Develop long-term relationships

We continually emphasize the need to connect and, above all, to build long-term relationships. It's
time to think about why we give so much importance to this point. Why always look a little further
ahead? Because it's the only way we can really trust someone. Over time, we build relationships
based on different events and shared moments. We meet the other person at different times in
their life and ours, and we share spaces and responsibilities. This allows us to trust. Trust is the
foundation of relationships and what will allow us to achieve our goals. Speaking about this topic, I
would like to share with you a personal example that illustrates very well what we are saying. A
while ago, I was writing to a journalist who was just starting her career and needed support. It was
clear to me that his company was not giving him the space or the strength he needed. However, I
believed she was a promising professional, and I decided to invite her to an event. She seemed
very happy and grateful for my attitude. So much so, that he told me with all sincerity: "I will never
forget you, Lorena. Thank you, I've never been invited to an event before." At two years old, not
five, just two, she was managing the press space of a very important government agency and she
invited me to all the events they held. It allowed me, then, to continue forging networks and new
relationships, to be in new spaces. We again emphasize what is important: giving and receiving. To
receive, you must first give. Something that seems obvious, but that is not always the case, and
that is why I am mentioning it at this time, is the fundamental need to treat all people well,
attending to their needs, and paying attention to ensure that they can have a good time. The
longer the relationship, the more trust we have established, and the more opportunities can arise,
whether they come from one side of the relationship or the other. We can always face new
challenges. But we must take the time to build these relationships, because without the trust we
need, it is not possible to undertake new projects. How to build long-term relationships? Being
present in the other person's life; taking time to write to them, to ask them how they are, what
stage of their professional life they are in, what worries them, what horizons are appearing on
their path. We could also go to events where we know we will be meeting each other, or where
we have mutual acquaintances. Perhaps their professional moment and ours do not have a
meeting point today, but, clearly, they could have one in the future, and that is where we have to
focus. Building relationships beyond the professional position each of us occupies today is the key
point. Later, at some point, where our interests are projected, where our trust is already
something that is at the base of the relationship, that person will be able to help us achieve our
objectives.

Professional relationships

At this point, it is important to begin to highlight something that concerns us all, because it
inevitably surrounds us. Which relationships are strictly work-related or professional, and which
are personal? Is it always easy to tell them apart? Is it always necessary to do so? The reality is
that relationships evolve, they find their way, their path, and they deepen to the extent that we
invest in them. That is why, many times, relationships that begin as professional ones become
personal relationships, and sometimes personal relationships become professional ones, for
example, when we recommend a friend and they are hired by our company. That is why it is
necessary to know that although the limits are often blurred, it is we who manage these
relationships and not the relationships manage us. It is necessary, then, to take into account how
personal and professional relationships can overlap and, therefore, what limits we need to have.
What happens when, for example, someone with whom we have already forged a personal
relationship at work becomes our boss? Here it will be key to continue deepening our personal
relationship, but at the same time respect him in his new role, knowing that ours, at least in the
professional space, has changed. This is not a threat to us, but rather another opportunity that
networking offers us. That person with whom we already have a relationship of trust is now in a
new role, and will be able to bring us new possibilities because he or she trusts us and knows us.
That is why it is important not to feel threatened, but to offer the other person an attitude of
support and openness that allows them to continue trusting us, to know that in us they still have
that ally that they have had for a long time. This new relationship will surely bring us new
opportunities. It is important to know that the culture of the different countries and the
personality of each one, especially of the bosses, also influence this. Often, bosses establish a
relationship of great trust with their teams, which is a key element of teams that work in
alignment. However, this relationship can manifest itself in many different ways. For example, in
some countries bosses might invite their teams to have a barbecue at their home and this would
be seen as a show of unity and trust. But it could also happen that in other countries this would
not be well seen and would be evaluated as an excessive display of affection and not viable. That is
why it is very important to keep the following in mind: culture will determine our relationships and
therefore also our networking. It may happen that a person, when changing positions, also
modifies some aspects of his or her personality, perhaps becoming more strict or demanding as he
or she progresses on his or her path. This time it will also be important to stay by their side if we
see that the relationship we have warrants it, paying attention to these changes, being attentive to
delimiting new spaces and forms of relationship.

Face-to-face relationships
At this point and the next, we will return to another distinction in the subject of relationships:
face-to-face relationships and long-distance relationships. At this particular point, we will focus on
the impact of face-to-face contact on the development of relationships. Why is the face-to-face
still an important space? Because face-to-face communication focuses on building trust, the trust
that comes from face-to-face communication, speaking to someone face to face while being by
their side. This is a fundamental ingredient of our relationship, because we can see the face of our
interlocutor and the impact of our words on his face, his gaze and his expression is then clear. We
can measure what we say, how we do it, and direct the conversation just by looking at the face of
the person in front of us. Now, the new generations are increasingly relying on digital, and here
another language appears, and it is also possible, using other codes, to learn to read our
interlocutor. The important thing is always to generate commitment, and here face-to-face
relationships appear as something fundamental that speeds up the process of generating
agreements and establishing guidelines for our relationship. It is important to note that there is a
significant difference between our face-to-face and remote meetings. In general, in the first ones
we not only talk about what we have to talk about, that is, our work, but also about things that
interest us, such as, for example, the result of a football match. This deepens our relationship with
others, because it allows us to get to know them, their interests, concerns, aspects of their
personal life, among other things. The creation of this shared space will be a key ingredient in our
future relationship, as it allows us to bring different aspects of our personality into play. In general,
when our relationship takes place through digital means, it is more difficult for this to happen,
since we tend to get more to the point, to what we must resolve is what we are meeting for. On
the other hand, when we meet up in person to work, we can later coordinate a coffee date or a
drink at a social gathering after work. These spaces give us the opportunity to deepen our personal
relationships by generating trust and acquiring ingredients that allow us to invest in that
relationship in the long term.

Long distance relationships or through social media

Long distance relationships are clearly a challenge. How can we build the relationships and trust
we need to network when our relationship happens in the digital space and we haven't shared in-
person spaces? In order to build trust and commitment when the relationship is digital, we need
to adopt some strategies that allow us to focus on the relationship in addition to the task at hand.
First of all, we can suggest the following when scheduling a video conference: in addition to setting
the time we should spend on solving our task, we should schedule time to be able to build our
relationship, that is, to deepen and connect about ourselves. Furthermore, if we always hold
group conferences, it is important that we reserve spaces to talk with each of the team members
individually in order to promote trust and commitment to each other. make him feel important
and unique. The latter is essential for those who today occupy the position of bosses or leaders,
the challenge of being able to generate a relationship of trust and commitment with each of their
reports through digital media. Following this, I can share with you a personal example. I worked at
Mercado Libre, an Internet company, for five years, with a team with whom we met in person only
once; the rest was a long-distance relationship using digital media. So here, the key thing was to
maintain the relationship with each of the members of my team, as well as the team as a whole. If
we were to meet to work in person, we could then share a beer at an after-office meeting. What
happens when this possibility does not exist because our meeting is virtual? How do we build that
space of trust? To think about this, we need to use some real-life examples that are increasingly
affecting us. Who doesn't have a friend today who started a relationship with another person
online and ended up, for example, marrying them? How has it been possible for that person to
generate that space of commitment and trust with someone whom, for a time, at least, he or she
has not met in person? Today there are new codes and people really take as a commitment what
is agreed by this means, that is why today digital is as valid as in-person. We see then that today
people are accustomed to generating trust and commitment through the network. Many things
that used to seem strange, or even impossible, such as someone renting out their apartment to
travelers they don't know through the web, are now well-known services provided by Airbnb, for
example. Let's also think about applications that allow us to share car rides, for example, to the
city center to our office, with a person we don't know. We also have the example of the company
where I worked for five years, Mercado Libre. How could we have imagined that people would pay
online for products they had not yet received, trusting that they would be delivered to the agreed
meeting point? How would we imagine someone would buy something just by looking at the
photos of the product, even used products? Today all this is a reality and this makes it possible for
us to trust in this form of relationship which the new generations are not only not afraid of but in
which they feel comfortable and at ease.

Question 1 of 7

The basis of relationships, and what will allow us to achieve our goals is _____.

 trust

Correct

Both the trust we give to others and the trust we place in them. The longer the
relationship, the more trust we have established and the more opportunities can
arise, both on one side and the other.

communication

the contacts


 the dissemination of our activity

Question 2 of 7

To build long-term relationships, it is necessary to make ourselves known and develop

social skills such as empathy, cordiality, communication, etc.

 FAKE

Correct

In fact, to build long-term relationships it is necessary to be present in the other

person's life, taking time to get to know that person on a personal and professional
level.

TRUE

Question 3 of 7

Could you give an example of a personal relationship that becomes professional?

When a distance occurs between two people.

When one person becomes superior to another.

When we stop caring for that personal relationship.

 When we recommend a friend and they are hired by our company.

Correct
 We must always keep in mind that we manage relationships, relationships do not
manage us.

Question 4 of 7

Both our relationships and networking are going to be marked by _____.

business objectives

 the culture

Correct

It is necessary to know the culture of the country to know what we can and cannot
do in terms of relationships between team members and with respect to networking.

business philosophy

company policy

Question 5 of 7

Why can we say that face-to-face contact is still important in the development of
relationships?

Because it makes us feel more comfortable than a long-distance relationship.

Because we share the same culture, country, time zone...


  Because it focuses on building trust face-to-face.

Correct

One of the most important aspects of this face-to-face experience is that we can see
the face of our interlocutor, measuring what we say and redirecting our
conversation.

Because communication is more fluid and the language is more colloquial.

Question 6 of 7

One of the differences between a face-to-face relationship and a long-distance one is that in
the first _____.

We talk face to face with the other person

the tone of the conversation is more relaxed

 We also talk about what interests us

Correct

In this type of relationship, in addition to talking about what interests us, which is
our work, we introduce other topics that allow us to get to know the other person
and get to know them reciprocally.

We can meet anywhere, not behind a computer

Question 7 of 7

When we always hold group conferences with our team members, it is important to _____,
in order to promote trust and commitment.
 

chat about topics other than work-related

give everyone space to feel comfortable and heard

Moderate the intervention times of each of them

 reserve spaces to talk with each one individually

Correct

This way we make each member feel important and unique.

4.- The networking process.

Define business objectives or achievements to be achieved

Networking, carried out strategically, can be a tool that gives us many fruits and benefits both on a
personal and professional level. Managing networking by planning it, making it absolutely
strategic, allows us to be very precise when using our time, our contacts, our relationships and the
time we dedicate to each person in order to know with whom to relate, at what time and on what
topic. Networking will allow you to achieve your business goals, but how do we design the
process? From this point on, then, we will begin to put networking into action. To achieve this, it is
important to have a methodology that allows us to do so, managing networking as a strategic
process. That is why we will be looking for professional relationships with specific goals and clear
objectives, always trying to maximize the possibilities of each of our relationships. At this point, we
will outline three fundamental steps that will allow you to begin working along these lines,
strengthening your relationships. The first thing we must do is list our objectives. What business
objectives do we want to achieve? We may think that our sales will increase by 20%, that our
products will be sold in this or that supermarket, that our products will be advertised in this or that
medium, among others, but we must always be precise in our objectives in order to be able to
measure them. For example, we cannot say "we want to increase sales", but rather, "increase
sales of product X by 5% in the next two months". This will make it measurable and therefore we
will be able to know how successful we have been in achieving it. For each of the objectives, it will
be necessary to list the tasks necessary to achieve it. Each task must be carried out at a specific
time and linked to the other actions. By having defined objectives and actions, we can list the
contacts we need. To do this, it is essential not to limit ourselves to the contacts we already know,
but to think about who we should contact to mobilize the project regardless of whether or not the
person is on our contact list. We will then develop a strategy to reach out to each person, and
develop the precise strategy to approach each one. To do this, we must think about what the
person is like, know their tastes and interests, the people they usually associate with, their work
space, and even their family and friends. With this data, we will develop our strategic networking,
thinking, for example, what type of event we would invite each person to. Would it be a good idea
to send him an email or call him on the phone? The energy we put into each person, the time we
dedicate to them, will depend on how strategic that contact is to achieve our objective. Then we
will put the strategy into action, we will generate the spaces where the meetings we desire can
occur. We would call on people who will help us and be strategic for us, and we would do
everything possible to bring to our cause those people who are not initially supporting our project,
giving them arguments that bring their viewpoint closer to ours. Starting from this first round of
activities, and given that networking is always aimed at the long term, we will think about how to
continue deepening each of our contacts. Once we have developed our strategy and are able to
measure our success, we can begin to develop networking to work on the contacts we need to
achieve our business objectives.

Identify facilitating contacts and obstacles

At this point we are going to work on those contacts that will make our task easier, but also on
those that could hinder it. It is very important to do this analysis before starting to work. If we do
not do it, we run the risk of not paying attention to people who could have made our task easier,
and by not having included them, we may be in trouble to achieve our objectives. On the other
hand, it could also happen that, having minimized the negative impact that certain people could
have on our path, we find ourselves in serious trouble in reaching a safe harbor with our project.
Has this ever happened to you? Sure, that's why we're going to work on identifying those key
contacts right now. Thinking about those who would make our task easier is not only necessary to
think about people from our own organization, we must also think about people who could
become a major client or supplier, and, why not, also about people who could introduce us to a
third person who would make our task easier. At this point, tools like LinkedIn are essential to
know who knows who and can, therefore, facilitate access to that first contact that we need. We
can also identify by reading the networks what type of relationship can hinder our task. Let's think,
for example, of someone who is not completely sure that our project is the best solution, and we
must then do everything possible to bring them over to our cause and gain their loyalty. To see
what we are talking about, we will take the following example. Many times companies want to
install a plant in a neighborhood where people do not agree. How would you make the path
easier? How would you reduce people's resistance and be able to move forward with the project?
What steps could you take to obtain community support that would then allow the plant to
operate without major problems? The project manager can then follow certain steps. For example,
speaking with the neighborhood delegates first, but also with some foundation that works in the
neighborhood. Then with the people who live there and the authorities. Little by little, you will be
able to implement the idea of the plant, listening to people's concerns, trying to foresee in your
plan the conditions so that the quality of life is not affected. The communication strategy you use
with each of the sectors will be fundamental. To do this, you should plan your intervention as a
networking process, paying attention to the contacts you might have in the neighborhood, who
may either facilitate or hinder the process. Contacts that are not specifically from the
neighborhood, but are related and can help change people's moods. It could also be about finding
a sponsor to support the project, such as, for example, a famous athlete who lived in the
neighborhood as a child. The success of the project depends on the correct analysis and
identification of these key contacts, as well as the networking process that has been carried out.
Therefore, it is essential to think about how we relate to all the key players. Considering
everything we have been discussing, it is necessary to plan a networking strategy to approach each
of them. Other examples could be having to present a commercial proposal to a company that is
key to becoming our client and, then, we have to find a way to make a contact that helps us
contact the right person and arrange a meeting. Surely, if you stop to think, you will find many
situations in your daily work life that merit this type of approach. If we approach it seriously and
strategically, we can bring our project to a successful conclusion. The situations we have just
projected allow us to see that we require the knowledge, good will and trust of one or more
people in order to satisfy our needs, and this can also happen to someone else in relation to us.
That is why it is important that we always return to the concept of giving and receiving.

Prioritize contacts based on their impact

In order to start thinking about who I should contact first and how urgently I should do so, I must
first have prioritized my objectives and measured the level of urgency in achieving each one. In
turn, you will have to pay special attention to each objective and how it links to the next one in
order to think about the order in which you should establish your contacts, and also think about
whether the team you form to advance your first objective could get along with those who will
advance the second one. Then I can start looking for people who can help me accomplish them
more quickly. You must organize the work for each objective. You could, for this, use the template
that we present to you. You will also need to identify the key people who will enable you to
achieve this, highlighting those who you believe could help you achieve it more quickly and
effectively. Often, the criterion for choosing who will accompany you on the path is to think about
who could open more doors for you, making it easier for you to achieve your key objectives. On
the other hand, it is important to analyze whether it is worth contacting more than one person per
objective. Maybe the first person is on vacation and doesn't have the time or availability to help
us. Sometimes it takes more than one contact to avoid exhausting the only one I have. By
contacting two or three people, we ensure that at least one responds, and thus, we can get closer
to our result. We can prioritize the contacts we have based on the impact they can generate on
our personal brand: high impact, medium impact or low impact. This classification will also help us
define the time we are going to dedicate to each one, and through which strategy we will develop
the relationships. We will hold personalized, face-to-face meetings for high-impact contacts on a
weekly basis; we will send personalized emails for medium-impact contacts; we will contact low-
impact contacts in bulk, along with other people; we will invite you to play a sport on a quarterly
basis; we will add you to our LinkedIn contact list; we will send you direct messages through
different means.

Writing messages to convey, stories to tell

Once I know who I have to talk to, it is very important to clearly define the messages that I will be
transmitting to each of the audiences that I will be approaching. In general, communication
involves working with the same message adapted to each person, without changing the essence of
the communication. The message will also be tailored to the predisposition, closeness or distance
of the current relationship. We must, then, define the messages for each target audience based on
the objective to be achieved. For example, if I have to get children to clean their teeth better as a
health professional, I will need to develop different strategies for each of the audiences I will be
addressing. For example, I will tell medical professionals that the child population in Argentina is
starting to brush their teeth three times a day because gum disease affects 98% of the population,
and it is likely that these people will develop gingivitis, generating a high cost for the social health
system or prepaid medicine. If we are talking to children, we will tell them "you have to brush your
teeth three times a day for one minute so that your teeth don't fall out." To journalists, on the
other hand, we will send a different message, such as, for example, "98% of the population has
gum disease." This will create a shock effect and will draw attention to the topic. Through the
example above, we have been able to see how the same message, about the need for the
population to brush their teeth more intensively and frequently to avoid diseases, reaches each of
the audiences we have identified. Through the way we designed the message to be transmitted,
we managed to generate an impact on each of the target audiences we had previously selected.
How? Each audience received a story, a message, a way in which the news was transmitted that
was familiar to them, and thus allowed them to correctly understand the message. It is clear that a
4-year-old child would not understand that 98% of the population has gum problems. What would
98% mean to him? If we had sent the same message to everyone, the children would not have
understood it. Similarly, it would be unprofessional to tell a doctor, "If you don't brush your teeth,
they will fall out," because a doctor can understand the biological process, and then we talk to him
about diseases. We see that we have not modified the substance of our message, but only its form
so that everyone can understand it better.

Define a relationship strategy

Once I know what I'm going to say to people, I have to define a relationship strategy. How do I get
the message across to them? Through what channels? And with what periodicity and frequency? It
is important to maintain a relationship through a contact strategy. We have to be able to sustain a
relationship over time and not just turn to it when we need something. In this way, we will have
forged a shared common path and it will be much easier to work together. Also, it is easier for
someone to help us when we have a fluid relationship, and not when we contact them only out of
need. It is necessary to think about the fluidity of contact. For example, a friend who wanted to
stay in touch with certain people had scheduled all the birthdays of all the most prominent
journalists and, via email, greeted us every month with that content and some other news that she
thought was interesting to share. In this way, he provided us with a service and we were all
waiting for that email to arrive that had become important to us. This makes the person present in
the other's life. The other way is to plan face-to-face meetings, for example, at least once a month
I will invite this person to have coffee. Maybe once a month, maybe every three months, or maybe
every six. The important thing is to analyze how often it helps us to be in contact with that person.
Or, for example, many companies give their suppliers business trips once a year. Other companies
might invite you, for example, to play a round of golf or watch a tennis match. Sports are always a
successful way to socialize. Travel and training bring people closer together. That is why many
companies give their clients, suppliers or strategic partners trips or exchange experiences. In all
these spaces, we can forge relationships that will continue to accompany us in the long term. By
knowing each person, we can make them participate in an event that really interests them, and
predispose them to collaborate with our cause. Therefore, in order to define the objective and
format of these meetings, it is also important to carry out prior research about our interlocutor.

Define specific achievements for each meeting

What could such a person help me with and how? It is essential to work on a grid to be able to
organize myself better. For example, thinking that I'm going to meet up with this or that person
once a month. So that? He may do this to deepen the relationship. It could also be so that you can
get closer to a contact or help me with a work-related issue. Even if we only meet to talk, it is
necessary to establish the objective of each meeting, and also to what extent we have achieved it.
For example, we might meet with a person just to gain their loyalty to our cause. We will take this
opportunity to find out how he is doing, what he is currently working on, and to introduce our
project. This person may not be a key contact today, but we may need to add them later, and it
will be important for them to already be familiar with our project. Furthermore, by making the
project known, we will also be able to hear other opinions and bring up points that we may have
left aside. In this way, the objective of our meeting will have been only to make our project known.
Only by giving him the time to listen to us can we achieve our goal. In general, companies invest a
lot of money in networking actions, and it is therefore essential that, when we want to undertake
this type of actions, we justify our steps. How would you explain to your boss why you will spend
your morning playing golf with a client? To do this, it is important that we have defined our
general project objectives, key contacts, and then configure our networking actions. In addition to
this, we will also plan the objective of each meeting, and we will write down our planning, which
we will share with our peers and supervisors. This way, it will be clear to everyone that, for
example, the client you went golfing with is a powerful wholesaler who could incorporate your
company's product into his distribution portfolio. We will then analyse to what extent we have
achieved our objective. For example, have we managed to coordinate a visit from this person to
our company to discuss a business plan? Is a second loyalty meeting required before I can add it?
Were we able to detect interests that allow us to continue generating meetings? A good idea
would also be to ask our interlocutor for feedback, asking them about their interest in the activity
in which we have invited them to participate, and about future actions in which they would like to
participate. Once we have this information, we can analyze which of their proposals are viable,
and it will allow us to create and strengthen the type of relationship we need to achieve our goals.
For example, if the person tells us that he or she is a fan of Cuban coffee, we can make sure to
have that coffee for the meeting we plan at the office. This detail will enable a conversation that
will allow us to learn more about the tastes of our interlocutor. Thus, we see that each meeting
will have a specific objective to meet, and it will be necessary for us to develop a strategy to be
able to achieve it. Let's think about all aspects of the meeting. The type of meeting that will help
us achieve our goal, the time of day, the duration, the location, and whether other people will
participate. Some gift that we would give to our guest, and, above all, we will keep in mind what
we want to take away from this meeting: a contact of a third person, a partner, a friend, or some
more information about our interlocutor.

Question 1 of 10

In addition to listing the key contacts for each task and the tasks to be performed for each
objective, what other steps should we take to effectively manage networking?

 List the goals to be achieved.

Correct

Managing networking strategically allows us to be very precise when using our

time, our contacts and our relationships.

Choose social networks well.

Carry out impactful advertising actions.

Plan communication actions.

Question 2 of 10

What should our objectives be so that they can be measurable or quantifiable?

austere

 precise

Correct
 The more precise these objectives are, the more quantifiable they are, so that we can
also determine the degree of success or failure in achieving them.

realists

singles

Question 3 of 10

When looking for contacts that would make our task easier, we should think about _____.

Contacts of our own company

people who could introduce us to a third person

people who could become potential customers or major suppliers

 all are correct

Correct

It is very important to carry out this analysis before starting to work, because if we
do not do so we run the risk of not paying attention to people who could have made
our task easier.

Question 4 of 10

What should we do before we start thinking about who we should contact first and how
urgently we should do so?


  Prioritize objectives.

Correct

In addition to this prioritization, it is also essential to have measured the level of

urgency in the implementation of each one.

Assemble the work team.

Define the communication strategy.

Make a list of goals.

Question 5 of 10

Contacts can be prioritized based on _____, classifying them as high, medium, and low
impact.

 its impact on our personal brand

Correct

This classification will help us determine the time we are going to dedicate to each
of them and the strategy through which we will develop the relationships.

your involvement with our project

the contacts that you can provide us


 how they are going to make our task easier

Question 6 of 10

The message we write to our audiences must be unique, so we write one for each of them.

 FAKE

Correct

In reality, in communication we work with a single message that we adapt to each

audience without changing the essence of the communication.

TRUE

Question 7 of 10

Based on what are we going to adapt the message we send to our target audiences?

from the distance of the current relationship

 all are correct

Correct

Thus, messages must be defined based on the objectives to be achieved.

of the predisposition of the current relationship

of the closeness of the current relationship

Question 8 of 10

One of the ways to define a relationship strategy is _____.

 plan face-to-face meetings

Correct

It is very important to analyze how often it helps us to be in contact with a particular

person.

set priorities among contacts

create a contact list

Spending time with our contacts

Question 9 of 10

What is one of the best ways to connect with other people?

politics

the food

 sports

Correct
 Inviting someone to play a game of football, golf, or to watch a match on a court...
makes relationships more fluid.

the studies

Question 10 of 10

To configure our networking options, it is essential to define the general objectives of the
project and _____.

the tasks to be performed

digital meetings

 key contacts

Correct

Once we know these two factors, we will be able to adapt these actions much better
to achieve our objectives.

face-to-face meetings

5.- Networking in different professional situations.

Networking at university or in educational settings

Through the different strategies that we will see, we will be able to see that each space has some
particularities and actions that are desirable if we want to do quality networking. At university, the
relationships that are created tend to be long-lasting, with a lot of trust due to the time spent
together doing homework, practical work, and shared weekends. In this way, with a high level of
in-person and virtual relationships, it is easier to generate long-term relationships. These
relationships are then strengthened by professional development in common areas, with shared
interests already known to all. The university circle will be a circle that will possibly accompany you
for the rest of your professional career and will often be the first place you go to in search of
partners and sponsors for your new projects. That is why it is necessary to pay attention and invest
time in deepening these relationships strategically. Therefore, when considering our training,
when thinking about which course we will take, it is also very important to think about which
institution we choose to train at. We must consider that we are not only going to incorporate new
content and knowledge, but we are also going to generate new contacts, new relationships that
can later become personal or professional, and why not, both. Therefore, when choosing an
institution, we must think about what types of relationships are generated in that space. They may
be institutions whose training is purely academic or purely practical, or perhaps there is a
combination of the two. We must consider what type of training best suits our personality and the
training needs we have, but also what type of people each institution chooses. For example, the
people at this company where I would be interested in participating, where they do their
postgraduate training. From this perspective, once we have chosen where we will be studying, it is
important to take the time to get to know our classmates and also the teachers and directors of
the institution. We must think of our relationships as strategic, identifying those contacts with
whom we would like to deepen the relationship, and then generate actions that allow us to
strengthen that contact. Getting in touch with the graduate or alumni department to find out
about their activities and how they could empower us, or to introduce us to people or
professionals of interest is essential. Following and participating in their social networks, helping
them organize activities of interest that bring together people of interest, should be a common
practice so as not to waste it.

Networking in the office

In the office, the environment we frequent every day, we can also make relationships happen
strategically. We must be aware that we can develop relationships not only by focusing on the task
and not only when the relationship occurs. It is necessary, then, to go and look for our
relationships in a strategic way. We don't need to think about building personal relationships in
the office, but we do need to be aware that it is necessary to build professional relationships. All
those contacts with whom we forge a relationship, which we also take care to strengthen in the
long term, will be contacts that will accompany us throughout our professional career. Many times
we already have the advantage of having worked together on a project within the company and
we already know each other, we know how each one works, but, in addition, it is possible that
after having shared several projects we are in a position to generate a personal relationship,
knowing each other's interests, objectives and ways of moving. This will give us an extra advantage
when choosing those contacts that we would like to add to our projects. To network in the office
we have different spaces and places where we can strategically approach our relationships. For
example, where would you say that the greatest number of daily decisions are made in a
company? Would you say it's the boardroom? Would you say this is the manager's office? Many
times, very important decisions are made in environments that are not designed for that, but
where people are sharing time, talking about their work and it just happens. For example, the
company cafeteria or the coffee machine. That is why you should be aware of the times when the
people you would like to share a moment with go to lunch or have that coffee and take the time to
talk in those spaces, also paying attention to who always gets together to eat, what topics they
talk about, what interests arise in the group and also what interests the contact with whom we
want to strengthen our relationship has. Here it is important to return to the concept of "give and
take." It is important to be attentive to the needs of others. How could we help the person next to
us in the round? Do you need us to provide you with any contact information that we have? Do
you need technical advice that we could provide you with due to our expertise or our position in
the company? Let us not forget that we always start with giving. On the other hand, when we
work, we share many meetings, training sessions and joint work spaces. At such times it is
important to think about some issues such as, for example, how to take advantage of a meeting to
introduce ourselves, find out how they could help us, what they are willing to do. Take advantage
of the exchange to find out the character of our interlocutors, whether they are open to
introducing us to contacts or are closed to the growth of other people. Evaluate possible points of
common work that we may have, among other aspects that will later allow us to deepen our
relationship in a strategic way. Finally, we must not only think about our office or workspace, we
must remember that this is not a limitation, we can always develop our relationship in the virtual
environment; therefore, if we want to talk to someone who lives in New York or Hong Kong, we
can do so, unless there is some hierarchical issue that prevents us from doing so and it is essential
that we do not limit ourselves to what is closest to us but always go for more. Let us think that
beyond aspects such as cultural differences or customs, we are people and that makes us open to
relationships.

Networking at professional events

If you select lines from the transcript in this section, you will go to the timestamp in the video

Professional events are an ideal place to build relationships and we should make the most of
them. To do this, we must think and plan some aspects, fundamentally, how I approach people,
how I get the most out of each encounter. Sometimes the organizers organize camaraderie
meetings before the event, and then we will arrive at the event in a different way, already
knowing many of the people who will be participating. In other cases, we are directly invited to the
meeting and we must develop strategies to, for example, know who is participating. We often
think about meeting a lot of people, but in the end it ends up being difficult to meet because of
the large number of attendees, especially if they are massive. So, we need to think about what
strategy we will carry out to meet those who interest us. For example, trying to know in advance
the table formation for an event. It is also important to consider whether it is worth going alone or
with someone, what is appropriate for each event, and how we interact in that setting; whether
we are in pairs or alone. Sometimes the objectives are very broad, and a team has to be involved,
because one person alone cannot handle it. It is important to always carry elements that identify
us, that allow people to know who we are, for example, some element of our company or the
identification of our name if the rules of the event so require. On the other hand, we may only
pass someone for a few seconds, and only have time to say hello. That's why it's important that we
plan our approach ahead of time. Having researched their profile on LinkedIn, for example, we can
ask them how they are doing and then also mention the business they work in or the activity they
carry out. We can also inquire about a mutual acquaintance. In this way, we will be showing him
that we are interested in approaching him. If it is part of our goal for that meeting, we can arrange
to meet at another time. If, on the other hand, it were someone new to us, we could think of a
strategy to ask them a question that would allow us to exchange contact information, taking with
us, for example, their cell phone number or personal email. It is important that our conversation is
relevant to that person so that they remember it and then we can evoke it to arrange a future
meeting. Here we can also mention mutual acquaintances.

Networking in public places

If you select lines from the transcript in this section, you will go to the timestamp in the video

We've been talking about the possibility of meeting in places where we think a quality relationship
could happen. Now, what happens in unexpected places? What happens when a relationship
starts on a plane or in a cafe? We must also be prepared for this. People we don't know today can
be very important for our future. So, once again, we need to develop our engagement strategy.
How do I approach someone I don't know? How do I prepare? What questions do I have prepared
to start a relationship with someone who might be interesting, but who I don't know? For
example, we can start by making a comment in passing about the weather, the flight delay, the
advantages and disadvantages of the company we are flying with. We have had the opportunity to
have a first approach to that person who appeared as a potential contact. Now will be the time to
investigate your professional interests. We can ask him which company he works for and what role
he occupies, after having asked him, for example, why he is traveling with a certain frequency. This
data will allow us to have a mental map of the person, which then enables us to design our
networking strategy for someone else. For example, maybe we know someone within that
company and we can ask our interlocutor if he or she knows him or her as well. Little by little,
during this exchange, we will be able to build a network. We may not know the same people, but
we may have participated in similar projects. We are interested in the same social causes, we
frequent the same club, we follow the same sport, we have lived in the same country. That is why
it is important that we try to touch on all these topics in our conversation, where, in general, we
manage to have points of contact. After a while of chatting, we will surely have the opportunity to
ask him for some personal information that will allow us to further deepen our contact with him in
other situations. At this point, it is also important to have gone through a process of introspection
ourselves, to determine what aspects of our business we would like to show, what aspects of your
career you would like the other person to know, what we are willing to share with the other
person, and what we are not. Throughout the conversation, we will probably discover some of the
other person's needs that we may be able to help with. Here too we think first of giving: what do
we have to offer that the other would like to receive.

Closing and conclusions of Professional Networking

If you select lines from the transcript in this section, you will go to the timestamp in the video

It's time to put networking into action. What do we do from now on? In order to become a
networking expert, we must do one thing very conscientiously: practice, practice, and practice. We
must work strategically, thinking about people, relationships, strategy and communication. We will
begin by defining our business objectives, thinking about which contacts we must have to reach a
successful conclusion. Once we have identified these contacts, either by searching among people
we know, looking at LinkedIn and other social networks, we can develop a contact strategy for
each of them. We have to keep in mind that for our networking to be successful, each person must
feel special, unique, they must feel that we know them very well and that we are interested in
having a good relationship. So, after having our contacts listed, we will begin our investigation
about each one: Who is that person? Who do you work with? In which company? What path have
you taken within it? What specialty do you have? What postgraduate studies have you completed?
But also personal issues. To the extent that it is within our reach, we can investigate interests,
sports that they practice or like to follow, family or friendship aspects. With this data, we can
develop actions to approach our interlocutor successfully. On the other hand, having completed
our list of contacts and decided on the actions with which we will approach each of them, we must
specify what achievements we want to obtain from each of the meetings; what we want to
achieve by inviting this or that person to watch a football match, for example. All of these actions
must be recorded in writing so that we can report and justify them, which is why it is important to
treat networking in a strategic and planned manner. Now, we have planned to develop several
networking actions but how will we know if we have chosen a good path? To do this, it is
important to carry out an evaluation of each of the actions we are carrying out. It will be necessary
to measure the result of each of our actions. That way, we can see which actions have allowed us
to achieve better results. For example, improvements in our turnover, new relationships, more
public exposure, more access to talks or conferences. To carry out the evaluation we must choose
how often we will be evaluating. Will we evaluate our actions once a month, every two months?
Then we must select those actions that have been most successful in order to repeat them and
deepen them. We must also identify which contacts have been most useful and then we will
choose to deepen the relationship. It may also have happened to us that some contacts that we
thought could help us have not done so in the way we expected and there will also be a record of
this. With all this information, we can carry out successful networking to achieve our business
objectives. Go ahead, then.

Question 1 of 8

In addition to considering what career to study, what else should we take into account?

The years we invest in our studies.

The degree we will obtain when we finish.

The professional opportunities of the chosen career.

 

 The university where we are going to train.

Correct

This is because we are not only going to incorporate new knowledge, but we are
also going to generate new contacts and relationships, so when choosing an
institution, it is necessary to know what type of relationships are generated in that
space.

Question 2 of 8

One of the best ways to generate actions to strengthen subsequent contacts is to get in touch
with _____.

colleagues who are already working

the teaching staff

upperclassmen

 the graduate department

Correct

Through this department we can learn about the activities they carry out and how
they could empower us or introduce us to people or professionals of interest.

Question 3 of 8

What times should we be aware of in order to meet the people we would like to share a
moment with?


 at mid-morning

at the entrance to the office

upon leaving the office

 to the lunch or the coffee

Correct

Many times the most important decisions are made in places that have nothing to do
with offices, such as in the dining room or around the coffee machine.

Question 4 of 8

We can develop our relationships in the office, in our workspace or in _____.

labor celebrations

spaces outside the office

events

 the virtual medium

Correct

Unless there is a hierarchical issue that prevents us from doing so, we should not
settle for what is closest to us, but we must always go for more.
Question 5 of 8

One of the aspects that we have to plan most carefully when establishing relationships at
professional events is _____.

 how we approach people

Correct

This way of approaching people will have a direct impact on achieving our goals.

how to make ourselves known to others

what kind of conversation to engage in

What do we want to achieve from that relationship?

Question 6 of 8

When going to a professional event, what items should we bring with us?

None is correct

 all are correct

Correct

We need something that identifies us, so both elements would fulfill that function
very well.


 a credential with our name

something that mentions our company

Question 7 of 8

When we want to establish contact with a person we don't know at all, it is important to talk
about _____ topics.

 where in general we can have points of contact

Correct

With all this we can create a mental map of the person that will allow us to design
the networking strategy later on.

professionals

personal

related to our interests

Question 8 of 8

What should we take into account to become networking experts?

 They are all correct.

Correct

All these elements will allow us to have successful networking that will ensure we
achieve our goals.


Develop a contact strategy.

Investigate each contact professionally and personally.

Define our business objectives.