It's all about networking [Management Networking]

Organisation is a key ingredient in the mix for the successful networker. And, as if to prove her point, Kay has marshalled her material with military precision, leading us from the starting position of 'What is meant by Business Relationships?' right through to the concluding checklists for success. Along the way she examines why people network, how to make connections, where to make a start, rising to new challenges, how to get the communication going and managing other people. She then pauses to allow the reader to reflect on whether the exercise is actually working, before concentrating on a key section called 'Results, referrals and rewards' where we start to examine the benefits of her open ing assertion that 'people do business with people'. This is where my befuddlement at the success of Terry and Graham could have fell the benefit. But the real value of this new book is that it is a master class in pos i t ive reinforcement. Even the most experienced of managers gets lazy, cuts corners, think that some of the basics no longer apply to him or her. And 'How to Build Successful business Relationships' is a down-to-earth reality check for these people as well as a perfect primer for those setting out in their first management positions. The odd thing is that nothing's really changed. The likes of Terry and Graham will still streak ahead of their peers, not because they know more about gate arrays or butterfly valves, but because they play squash with the boss and take the technicians out for the occasional pint. They succeed because they take the time to get to know their colleagues, refuse to hide behind their certificates and understand the benefits of performing together in a team that if it wins brings rewards to all concerned. There's nothing cynical about this: it's called playing the game, and if you want to play it too you need to learn the rules.