Information Country

Q: I think I understand the value of networking as well as the next businessman, but
for the life of me, I don’t really see what sites like LinkedIn, Ryze and Ecademy can
do for me. What’s the point of these sites other than just as some sort of digital
popularity contest?

A: My good friend and colleague Liz Ryan, head of the women’s power networking
group WorldWIT, Women in Technology, has a great answer to this sort of question,
an answer that I’m quoting here with permission:

I ask people to join LinkedIn, and often they say “I don’t want the spam.” So I say
“You won’t get any spam.” And they say “But I’m not job-hunting.” And I say “You
don’t have to be job-hunting.” Then we go back and forth for awhile. It’s a bit of a
challenge to get my own friends to see the forest for the trees, sometimes.
When Monster.com was new, the big idea was to post jobs online. As an HR person,
I can tell you, Monster is a pretty awful place to post jobs. You get KILLED with
unwanted resumes from job seekers all over the world. I truly believe that
Monster.com is the reason that HR people no longer respond to online job seekers -
and sometimes offline job seekers - with any kind of response.

Anyway, over time HR people and recruiters figured out that the real value to
Monster is the ability to search the candidate database (for a fee). Maybe some of
the same thing is happening with LinkedIn. What seems like the obvious benefit to
membership may not be the key feature for a lot of users. See what you think about
this LinkedIn primer that I share with my friends. If I’m doing something I shouldn’t
be doing on LinkedIn, I’d love to know that too!

1) Your profile itself is a great value to joining LinkedIn. I get great, useful contacts
from my profile appearing on LI, and of course it’s free.

2) Even if you’re not job-hunting or doing business developing or searching for
contacts yourself, it’s a great thing to be able to be a conduit for your friends. They
really appreciate that service that you can provide for them. Just the reconnect-
with-an-old colleague bit is a godsend: where else can you do that online?

3) LinkedIn is the google for individuals who aren’t high on Google rankings. That
means anyone who’s in a corporation but not senior enough to appear on the About
Us/Management Bios page (although of course, those execs are often on LinkedIn
too); anyone who is a partner in a consulting firm but perhaps not often in the news
or otherwise mentioned online; and zillions of other people whom you’d have
trouble finding if it weren’t for LinkedIn.

4) Let’s say you have a business meeting with the VP of Marketing at a major
corporation next week. If it weren’t for his profile on LinkedIn (say, if you were
having this meeting three years ago), how would you learn where he went to school,
where he worked before his current job, and other details about him? With the help
of his LinkedIn profile, you’re a zillion times better prepared for the meeting.

5) Now let’s say that VP of Marketing is behind the curve and doesn’t have a
LinkedIn profile. No big; you find another connection of yours who works at the VP’s
current company, and ping her for some background. See? LinkedIn to the rescue
again.

6) Want to know who’s working in a particular industry space in a given city?
LinkedIn search. Intelligence gathering, even if you never contact any of the people
you find.

My point is that there’s lots more to LinkedIn than just reaching out to people for
job leads and for business development leads - not that either of those are bad
things. And I agree with other posters that you have to use the tool, rather than just
join up and sit there like a lump. But I’d love to hear stories of some more creative
uses for LinkedIn, from other users…

Thanks for sharing your compelling story with everyone, Liz. When I think about
your point with Monster.com causing recruiters to never list jobs online anymore, I
not only know that it’s true from personal experience, but also find it to be an
interesting example of the law of unintended consequences, in the same way that a
site like LinkedIn helps with market research or background checks.

At the end of the day, in business you’re ultimately constrained only by the skills
you can bring to the table and the network of friends and acquaintances you can call
on for help, advice and assistance. And if you don’t help them when you can, of
course, it doesn’t take long to be ostracized from a group, however informal or far-
flung. But if you are part of a circle of professionals, you will always grow your
career faster, smarter, and more profitably.

Dave Taylor is an internationally recognized expert on business and technical topics
and is the author of 18 different books and thousands of magazine articles. His Q&A
Web site is http://www.askdavetaylor.com/

What is the biggest advantage of forming an alliance?

Everyone has their own definition of an alliance. I had a potential alliance with a person that was starting his own business. He came to my residence with his partner and I brought in a couple of friends and business associates to discuss the possibilities. He gave us a fabulous demonstration of his company offerings. I really liked what he had to offer and was willing to pass leads on to him. He was excited about the possibilities. He next mentioned that he would love to work with our current client base. I asked how he saw the relationship working and his reply was that he would piggyback on our current sales effort. I then asked him how we would be able to capitalize on his client base and how he would help sell our services.

Guess what? He only wanted a one-way relationship: we would make money on sales we did for him! This would certainly take us away from our core business; take us into another area which might fit within our focus in some respects, but not entirely at all. Needless to say, this potential alliance did not get put on paper, even though his offerings were good. You see, an alliance has to be a two-way street. Each member must have a benefit to forming it.

In this example, the business presented would not be a good choice for an alliance. We needed to have a company that provided us with services we could offer in addition to our own services. The allied company would also have the opportunity to sell our services as an add-on. The important thing to remember is that you must carefully choose your alliances.

Bette Daoust, Ph.D. has been networking with others since leaving high school years ago. Realizing that no one really cared about what she did in life unless she had someone to tell and excite. She decided to find the best ways to get people’s attention, be creative in how she presented herself and products, getting people to know who she was, and being visible all the time. Her friends and colleagues have often dubbed her the “Networking Queen”. Blueprint for Networking Success: 150 ways to promote yourself is the first in this series. Blueprint for Branding Yourself: Another 150 ways to promote yourself is planned for release in 2005. For more information visit http://www.BlueprintBooks.com