ask yourself, “ What have I done for these people lately?”
Next to each of their names, write a senate credit or two of how they have helped you. Under that l, write a sentence or two about how you have helped them.
This separates the value givers from the mooches and looters (Atlas Shrugged)
It’s not who you know, it’s who knows you. - Jeffrey Gitomer
1) Friendliness builds like ability and trust
2) Your hair to your shoes breeds confidence in others
3) Look someone in the eye as you speak is a display of truth and respect
6) Ninety percent of success is showing up prepared
7) Drop your agenda. Focus on connecting, not extracting.
9) The sooner you find something in common with the other guy, the sooner all barriers disappear
11) What’s your reputation behind your back?
12) Staying in touch is more valuable than the introduction
13) Call them. Get their email addresses. Find out what their biggest needs are this year. And begin to think of ways to communicate answers to those needs. Keep asking for input and keep giving valuable information.
When I wanted to connect to a book publisher, I read the acknowledgments of the author of best sellers. It always included the name of the senior editor (the decision maker) and I began to make connections from there.
If you don’t know them figure out who does know them.
It’s about putting yourself in the limelight. If you’re in a seminar room, you might be able to meet 3 or 4 people. If you’re giving a seminar, you have the chance to meet all the people in the room.
Make a list of 10 significant connections:
1) What you have in common
2) What you have gained from this connection
3) What you want to continue to gain from this connection
4) What you have given to earn and keep this connection
“I am going to go out and buy 10 of your books and give them to my most influential connections.”
“I just read your book, and immediately went out and bought ten of them and am giving them away to my best customers.”
What you want:
you may want to climb the ladder
you may want a better job
you may want to change careers
you may want some advice
you may be looking for money for a project
you may need an introduction to someone at a higher level that you can’t get to on your own
you may be trying to win a big sale, and want someone who has direct access to the big boss
All this person’s going to be thinking is, “what does this person want out of me?”
“How can I help you the most?” This question forces you to get to the point. If salespeople were forthright with their value proposition, they would win 80% of the time.
If the “value message” you offer consists of, “Let me buy you lunch to pick your brain,” think again. BUT if you just bought my book, and you want to stop by my office and have me sign it for you, and I happen to be there, and I happen to be free at that moment, you could probably get ten minutes of my time.
In the Little Red Book of Sales Answers, I delineate a connection process called reverse CEO selling, in which you create a leadership newsletter and begin interviewing CEOs about their philosophy of leadership, publish a newsletter with their pictures, and send it to people of influence in your community or industry.
“The only difference between where you are right now, and where you’ll be next year at this same time, are the people you meet bd the books you’ll read.” -Charlie Jones
UNPREPRARED is best described as the nervousness you feel when you haven’t studied properly.
Th image that you have of yourself is a mental one. You created it. Maybe it means you need to go out and invest in some image clothing. Maybe it means you have to hang around a better group of people.
“We’re burning 20 calories just by shaking hands. This relationship is off to a great start.
Notice something different in the way you communicate with best friends as opposed to business people? It’s relaxed, more truthful, and less manipulative - try that on your customers.
Event selection is as important as networking itself
If you spend three minutes with a prospect, that gives you a possibility of twenty contacts per hour. The size of the event dictates the amount of time you should spend with each person. The larger the event, the shorter time per contact, and the less time you should spend with each person.