18.4. Practice 3. Speed Networking
This exercise creates an immediate appreciation among participants of the power of networks by demonstrating that any group contains the potential for meaningful and useful connections—as long as those connections are based on a clear need and purpose. This exercise takes 45 to 60 minutes to complete.
18.4.1. Key Learning Points
Mindset shift. Although the potential for a network exists in any group, effective networks are not the result of the random social connections of the kind made at a cocktail party or on a social networking site. Effective networks are established when people actively seek specific solutions to their problems.
Skill set built. The ability to quickly establish meaningful, useful issue-related or work-related connections.
Toolset used. Networking card.
18.4.2. Overview
This exercise borrows its name from the famous "speed dating" events that have become popular among dating professionals. It is an excellent way to create an immediate awareness of the power of networks. Participants usually leave with valuable contacts relating to the key issues they face. The exercise works best for groups ranging from 20 to about 100 participants, but we have used it with groups as large as 250. We have conducted it in an open-enrollment setting at large conferences as well as among very tightly connected teams of senior leaders at Fortune 500 companies.
18.4.3. Preparation
The most important preparatory task is to determine the focusing question of the exercise. This will serve as the starting point of each networking conversation and ensure that the exercise stays focused on topics that are most likely to generate meaningful connections for the participants. Some sample focusing questions we have used include the following:
What business challenge are you facing for which you need help or insight from someone in the organization?
Name an issue that you suspect other people might be able to help you resolve.
What knowledge do you wish you had to best address a critical challenge? Be as specific as possible about the knowledge and the challenge.
Answering the focusing question is the first step in filling out a networking card, which participants use during the exercise to capture information they gain during their conversations. The cards can be printed on card stock and cut to the size of a standard index card.
Figure 18.6 shows a networking card we have used for large groups that engage in three conversation rounds.
Figure 18.6. A NETWORKING CARD
Participants are asked to discuss their challenge in pairs. If one person has an answer to the other person's challenge or knows someone who might be able to help, the one offering help should give his or her contact information to the recipient. A "round" consists of a single pair conversation, whether or not information is exchanged. The facilitator ends each round with a chime, bell, or other noise-making device and asks participants to move to the next round.
In large groups, participants pair off randomly for each round. In smaller groups (20 to 30 people), the facilitator can create "Networking Stations" around the room. Each station should be marked by a large flip chart or piece of paper on the wall with a number. There should be half as many stations as there are participants. For example, if the group has 24 participants, there are 12 stations. Twelve members stay at their stations for the entire exercise while the 12 others move clockwise from station to station. The benefit of this structure is that team members who already know each other well can be in the same circle, either inner or outer, so that they spend time talking to those with whom they do not already have a strong connection.
18.4.4. Step 1: Setting Up the Exercise
Explain the process. Members will have three rounds, each lasting approximately seven minutes, to discuss the challenge they've noted on their card. They should share their challenge with each other and capture their partner's contact information if the partner can help with the challenge or offer a connection to someone who might be able to help. (Note: the number of rounds and the time per round can be varied as needed.)
Remind people about the goal. The goal is to have a purposeful exchange of challenges and of information, not to socialize.
Explain what happens at the end of each round. Indicate that each round will end with a chime or bell. Say that participants will then be invited to get up out of their seats to find another person to talk to (if it is a smaller group and you are using the Networking Stations, remind them that they will be on their feet and that the outer circle will stay at the stations while the inner circle moves for each round).
18.4.5. Step 2: Conducting the Rounds
Ask participants to find a partner. Give them one to two minutes to do so, depending on the size of the group.
Begin round 1. Strike the chime or bell and say "Begin!" Time the round. For the first round, give members a two-minute warning so they can gauge the length of each round.
End round 1 and prepare round 2. At the end of the allotted time for round 1, strike the chime. Say "Find a new networking partner!" Give members about a minute to do so before tracking the time. Some will find a new partner and begin talking right away, while others might still be looking.
Do round 2 and prepare for round 3. Strike the chime to begin round 2. Say "If you have not already done so, begin networking!" At the end of the allotted time, strike the chime and say "Find a new networking partner!" Again, give members about a minute to do so before tracking the time.
Do round 3. Say "Last round! Begin networking!" If you are conducting more than three rounds, repeat the preceding steps as needed.
Close the rounds. For the final round, give members a one-minute warning by saying "Please finish up! One minute left!" After that minute, strike the chime and ask participants to be seated.
18.4.6. Step 3: Debrief
After all participants have returned to their original seats, ask several questions:
"How many of you found someone who could help directly with your challenge or issue?" Ask for a show of hands. In our experience, for larger groups (more than 100), at least 25 percent of participants are likely to raise their hands. The facilitator should comment on how many hands he or she sees. Ask if those who raised their hands were surprised at the help they found. Ask for comments. In our experience, there are usually one or two people who note that, even in a random process, they made a very useful connection to someone who knows something about their challenge. This reflection is critical to establish the notion that networking is partially about uncovering latent networks, that is, networks that exist in a potential state and must be activated to provide benefits.
"How many found someone who knows someone else who might be able to help you?" Again, ask for a show of hands. Debrief as for the first question. Reinforce the point that networks include "weak links," that is, indirect connections. Again, ask if anyone had an intriguing or surprising connection they want to share.
Ask for reflection. "How did this practice feel different from a cocktail party or a social networking site." Typical responses to listen for:
"This conversation had more purpose behind it."
"It was more efficient than typical networking conversations."
"I was more focused."
"It felt more genuine."
If you receive this last response, it's a good idea to ask if anyone thought that the conversation felt forced. Most would agree that while networking events can feel forced, this experience actually felt more genuine because the group was agreeing to keep each conversation short and focused; there was no expectation of small talk or that people had to stay in conversations that were not helpful.
Reinforce that the goal in future conversations is to be explicit about challenges for which you seek help. Emphasize that two people who meet can agree to have a short conversation focused on individual challenges and on the mutually beneficial goal of expanding and strengthening social networks. Stress the value of the networking card. Remind participants that their network card is now a resource that can help them activate the part of their network that they just built.