I was fortunate enough to dine with acclaimed entrepreneur, former executive, author and recognized speaker Keith Ferrazzi. Our dinner conversation swayed from the professional update, shared tidbits about our personal lives and families, and an intimate discussion about relationships and networks. If you've heard of Keith or read his books, you know he views professional success as being closely tied to the strength of your network and close relationships. Yes, he practices what he preaches! Anyhow, I have always believed that successful customer professionals are those who are above average at relationship building and establishing networks. Through all of our engagements, this has been the common thread and pillar of success. Back to my dinner with Keith.... We talked and I took notes, literally, so that I could share this with you. (By the way, a special thank you to Ian Ybarra from FG for helping out with this Q&A). Learn more about Keith and his company: http://www.ferrazzigreenlight.com/ Read his new book, Never Eat Alone: http://www.nevereatalone.com/ _______________________________________________________________ Can you give our readers advice about how to promote their customer network as an extension of their company's unique value proposition? Your customer network can be a big part of your value proposition in two ways. 1. Organizationally: You should constantly be thinking of clients who could be useful to other clients or potential clients. When I had one grocery store retailer as a client and a health care company as a potential client, I approached the health company and let them know I felt it would be great for their hospital nutritionists to show up in the produce department of the grocery retailer's stores to answer questions about healthy living and eating. The nutritionists could simultaneously market the health care company and help the grocer build its brand image of caring about the consumer, not to mention selling more produce. There will always be win/win situations like that. It's just up to you to spot the relationships that will be mutually beneficial and put them together. 2. Personally: Remember that business relationships are personal relationships. No matter what industry you're in, no matter who your customer organizations are, you're dealing with people. And each person has his or her own personal hopes, struggles and needs. You've got to make it your job to understand those desires of the people you're selling to on a very intimate, personal level. And you should do everything in your power to help them achieve personal, as well as organizational, success. Your customer network is obviously a great resource for finding people who can be of service to your potential clients. But don't forget your personal network. The goal of social arbitrage is to connect them with the people or resources they need to be successful, no matter where those people or resources come from. If you start helping your potential clients in the two ways above, potential clients will start believing that your value proposition extends way beyond just your core product or service. They'll come to you knowing that you'll always find more ways to make them more successful. You know that news and reputations travel fast. Based on your experience building networks, what are some things that enterprise technology marketers can do to ensure that they are connecting people who've achieved value with their solution in a way that is not patronizing or perceived as disingenuous? I don't think anyone should worry about being patronizing or disingenuous - unless they are in fact being just those things. If your efforts to put two people together are both sincere and valuable, then make the connection without any second thoughts. This is true in building all relationships and in all instances of social arbitrage. You've got to be truly sincere in your desires to help other people be more successful, and you've got to make sure what you're offering is really of value. If you cover those two bases, no one's going to fault you for making the introduction. An unrelated question, but one I am asked often and I'd like for you to address: what advice would you give individuals working in execution roles within their companies who want to build meaningful professional relationships with members of the executive management team? The secret is to find mentors. No matter what role you have in your company, one thing remains the same: the organization's executives care deeply about that company; they care probably more than anyone else. If you attempt to show equal care and concern for the firm beyond just doing your job, I guarantee those executives will begin to care more about you. Start generating ideas for how the company can function more effectively. Then reach up the ladder and share your ideas - not complaints, but ideas - in areas you think are exciting. When I was just a grunt at Deloitte, once every week I had an idea about how the company could do something better. I was constantly giving ideas and shooting them up the ladder and I quickly became considered somebody who had real passion for the company. And when one of those ideas resonated with one of the firm's executives, the whole team got very excited about tapping into that value. You should always ask to do more than your job and never ask to get paid for it until after you've been doing it for a while and they're appreciating the value. You should do all this stuff out of generosity and love for the organization and the people who comprise it. Promise Phelon, Partner promise.phelon@phelongroup.com