Networking And Relationship Building Quotes

Success is not just about what you achieve, but also about how you impact others. Be a leader, inspire those around you, and leave a lasting legacy.

The internet and online communication is the window into your world - but real life, in person communication / connection is the door.

It is through the strength of what is genuine that meaningful connections build into relationships.

In the modern workplace, you gotta be a jack-of-all-trades. Mastering your career is all about being adaptable, versatile, and always learning.

Want to make waves in the business world? Then you gotta be bold, take risks, and always be ready to pivot.

The richest people in the world build networks and invest in people; everyone else looks for work and invests in survival.

They say that success is a journey, not a destination. But let's be real, the destination is pretty sweet - especially if it comes with a six-figure salary and a company car.

Don't just climb the corporate ladder, master it! And if anyone tries to push you off, show them who's boss and climb even higher.

Success is not just about hard work, it's about working smart. So, take a break from the grind and strategize like a pro.

They say that the first step to success is setting clear goals. Well, I've got plenty of goals - like finally getting that corner office with a view, and firing my most annoying colleague.

To achieve career mastery, you must first master yourself. Take the time to assess your strengths, weaknesses, and goals, and then chart a course for success.

If you want to achieve career mastery, then you need to be willing to put in the work. But don't worry, the view from the top is totally worth it.

If you're not driving business growth and profitability, then you might as well be a houseplant. So get out there and make some money, honey!

Professional development is important, but let's not forget about the most important kind of development - personal brand development. Because in the modern workplace, it's not what you know, it's who knows you.

The modern job market is like a game of musical chairs. You need to be the one with a chair when the music stops, or you're out of luck.

The workplace is like a battlefield, and you need to be a warrior to survive. So arm yourself with knowledge and fight for your place in the corporate world.

Building relationships is not about transactions—it’s about connections.

I think business networking is a complete waste of time. And I know there are people and companies popularizing this concept because it serves them and their business model well, but the reality is if you’re building something interesting, you will always have more people who will want to know you. Trying to build business relationships well in advance of doing business is a complete waste of time. I have a much more comfortable philosophy: “Be a maker who makes something interesting people want. Show your craft, practice your craft, and the right people will eventually find you.

Effective listening is the single most powerful thing you can do to build and maintain a climate of trust and collaboration. Strong listening skills are the foundation for all solid relationships.

You only ever have three things: 1) your self, wellbeing and mindset 2) Your life network, resources and resourcefulness 3) Your reputation and goodwill. Treasure and tend the first. Value, support and build the second. And mindfully, wisely ensure that the third (your life current and savings account) is always in credit.

When we come from an authentic, genuine place in ourselves, our efforts to connect with people work to their fullest. Our relationships develop more easily and last longer, and we feel better about the people

...we are changed as technology offers us substitutes for connecting with each other face-to-face. We are offered robots and a whole world of machine-mediated relationships on networked devices. As we instant-message, e-mail, text, and Twitter, technology redraws the boundaries between intimacy and solitude. We talk of getting “rid” of our e-mails, as though these notes are so much excess baggage. Teenagers avoid making telephone calls, fearful that they “reveal too much.” They would rather text than talk. Adults, too, choose keyboards over the human voice. It is more efficient, they say. Things that happen in “real time” take too much time. Tethered to technology, we are shaken when that world “unplugged” does not signify, does not satisfy. After an evening of avatar-to avatar talk in a networked game, we feel, at one moment, in possession of a full social life and, in the next, curiously isolated, in tenuous complicity with strangers. We build a following on Facebook or MySpace and wonder to what degree our followers are friends. We recreate ourselves as online personae and give ourselves new bodies, homes, jobs, and romances. Yet, suddenly, in the half-light of virtual community, we may feel utterly alone. As we distribute ourselves, we may abandon ourselves. Sometimes people experience no sense of having communicated after hours of connection. And they report feelings of closeness when they are paying little attention. In all of this, there is a nagging question: Does virtual intimacy degrade our experience of the other kind and, indeed, of all encounters, of any kind?

Authenticity comes from being true to the moment, in the moment.

Listening is a powerful building block: Continue improving your listening skills and your likability will naturally increase.

Authenticity is who you are--your honest reactions, your natural energy.

Being authentic will get you where you need and want to go, and it will be your path to building the most meaningful and enriching connections with others.

Sharing what is real about you is the key to building real relationships with others

The depth of your network is more important than its length

Expertise and a goal are just your starting point. Networks are crucial because gaining access changes your outcome.

It's good netiquette to empathize with others online. It builds strong internet relationships. NetworkEtiquette.net

To be a barbarian today is to draw your own perimeter and build social networks and reciprocal relationships that are not dictated or controlled by the Empire.

You can do something about abandonment. You can construct a stronger independent self, for instance, or build a broader network of meaningful relationships so your psychological well-being isn't wholly reliant upon one person. But you, as an individual, can't do much about the Canada goose.

Small talk is incredibly important when building new relationships and is necessary to do when networking, provided it is not small minded... Small talk helps to provide a bridge from saying "hello" to the substantive part of the conversation.

A COnNeCtworker is a networker who is always taking into account the needs of others. Approaching people with a service attitude to bring them value and build a relationship. Then when that person is looking for a reliable service provider in a particular industry, they will pick the COnNeCtworker.

At the base level, it is about making connections and building relationships, but if you take the letters from networker out of the word COnNeCtworker, you are left with 4 letters. C. O. N. C. Victor, we actually talked about this at Carina’s the other day with Sheila. C. O. N. C. stands for Considering Others’ Needs Continually.

Maybe the concept of friendship is already too colonized by liberalism and capitalism. Under neoliberalism, friendship is a banal affair of private preferences: we hang out, we share hobbies, we make small talk. We become friends with those who are already like us, and we keep each other comfortable rather than becoming different and more capable together. The algorithms of Facebook and other social networks guide us towards the refinement of our profiles, reducing friendship to the click of a button. This neoliberal friend is the alternative to hetero- and homonormative coupling: "just friends" implies a much weaker and insignificant bond than a lover could ever be. Under neoliberal friendship, we don't have each other's backs, and our lives aren't tangled up together. But these insipid tendencies do not mean that friendships are pointless, only that friendship is a terrain of struggle. Empire works to usher its subjects into flimsy relationships where nothing is at stake and to infuse intimacy with violence and domination.

You do not need a certain number of friends, just a number of friends you can be certain of

What I do know about networking is this: It is an essential and continuous activity. You control the effort - but not the outcome. Networking is everywhere.

We are using social media and technology as a way to be noticed by others, and often seek validation through “likes,” “retweets,” etc.

The key to relationships is to build them before you need them. By reaching

The term 'networking' is simply another way to think about how to start a relationship. Our relationships are our network.

Your online presence needs to work in unison with your offline ambitions.

Forget "six degrees of separation" today it's "six degrees of CONNECTION.

Dr. Lois Jolyon West was cleared at Top Secret for his work on MKULTRA. West's numerous connections to the mind control network illustrate how the network is maintained, not through any central conspiracy, but by an interlocking network of academic relationships, grants, conferences, and military appointments. Some doctors in the network were not funded directly by the CIA or military, but their work was of direct relevance to mind control, non-lethal weapons development, creation of controlled dissociation and the building of Manchurian Candidates.

But continuing to initiate conversations and be curious about people is fundamental to building valuable relationships, because curiosity creates connections—that is the law of curiosity.

In this day of strategic alliances and power networks, it’s literally impossible to build large-scale, long-lasting success without world-class relationship skills, including in social media.

Great leaders build trust from their team because the leader is willing to put his/her people “first.” Once the team believes that, they will put their leader, and the company, first as well.

the fundamental paradox of the tour of duty: acknowledging that the employee might leave is actually the best way to build trust, and thus develop the kind of relationship that convinces great people to stay.

Relationships compound. People reflect your behavior back to you. The more you help others, the more others want to help you. Being a little bit nicer in each interaction can result in a network of broad and strong connections over time.

Genuinely support people in ways you can. If you build great relationships and people get to like you for you, they will eventually promote what you do and would want to do business with you. The bottom line is that people love to do business with those they love and trust. Learn to understand people, your audience, their needs, and their real problem. If you are using a Facebook page or even your own profile, involve your friends in a fruitful discussion. Don’t just make a post and leave to expect likes and comments. Take time to leave a note for a friend, ask about their business and what interests them.

These relationships are driven by much more than charisma or a good first impression. They are based on integrity and delivering on promises. They are based on genuine care for others. For some second chairs, building relationships is easy and natural; for others it is hard work, but for all it is essential.

short term always leaves us in a place worse off than when we started. — To properly heal from addiction, we need a holistic approach. We need to create a life we don’t need to escape. We need to address the root causes that made us turn outside ourselves in the first place. This means getting our physical health back, finding a good therapist, ending or leaving abusive relationships, learning to reinhabit our bodies, changing our negative thought patterns, building support networks, finding meaning and connecting to something greater than ourselves, and so on. To break the cycle of addiction, we need to learn to deal with cravings, break old habits, and create new ones. To address all of this is an overwhelming task, but there is a sane, empowering, and balanced approach. But before we discuss how to implement solutions to the Two-Part Problem, we need to address one of the bigger issues that women and other historically oppressed folks need to consider, which is how patriarchal structures affect the root causes of addiction, how they dominate the recovery landscape, and what that means for how we experience recovery. If we are sick from sexism, homophobia, racism, classism, microaggressions, misogyny, ableism, American capitalism, and so on—and we are—then we need to understand how recovery frameworks that were never built with us in mind can actually work against us, further pathologizing characteristics, attributes, and behaviors that have been used to keep us out of our power for millennia. We need to examine what it means for us individually and collectively when a structure built by and for upper-class white men in the early twentieth century dominates the treatment landscape.

Building points of connectivity with others is a critical component of successful networking. Discovering links of commonality with others sharpens our receptivity to maintaining connections. Introverts’ ability to focus and ask well-formed questions means an innate ability to forge real connections. Conversations go deeper, catapulting relationships into a new dimension.

A network functions precisely because there’s recognition of mutual need. There’s an implicit understanding that investing time and energy in building personal relationships with the right people will pay dividends. The majority of “one percenters” are in that top stratum because they understand this dynamic—because, in fact, they themselves used the power of their network of contacts and friends to arrive at their present station.

People who create successful strategic relationships demonstrate 10 essential character traits:    1. Authentic. They are genuine, honest, and transparent. They are cognizant of (and willing to admit to) their strengths and weaknesses.    2. Trustworthy. They build relationships on mutual trust. They have a good reputation based on real results. They have integrity: their word is their bond. People must know, like, and trust you before sharing their valuable social capital.    3. Respectful. They are appreciative of the time and efforts of others. They treat subordinates with the same level of respect as they do supervisors.    4. Caring. They like to help others succeed. They’re a source of mutual support and encouragement. They pay attention to the feelings of others and have good hearts.    5. Listening. They ask good questions, and they are eager to learn about others—what’s important to them, what they’re working on, what they’re looking for, and what they need—so they can be of help.    6. Engaged. They are active participants in life. They are interesting and passionate about what they do. They are solution minded, and they have great “gut” instincts.    7. Patient. They recognize that relationships need to be cultivated over time. They invest time in maintaining their relationships with others.    8. Intelligent. They are intelligent in the help they offer. They pass along opportunities at every chance possible, and they make thoughtful, useful introductions. They’re not ego driven. They don’t criticize others or burn bridges in relationships.    9. Sociable. They are nice, likeable, and helpful. They enjoy being with people, and they are happy to connect with others from all walks of life, social strata, political persuasions, religions, and diverse backgrounds. They are sources of positive energy.   10. Connected. They are part of their own network of excellent strategic relationships.

Golf is the great conductor of life's symphony. Not in my lifetime have I seen anything with more ability to change the course of futures. It has the ability to build lasting relationships in a few short hours, promote executives, fund projects, build teams, break down barriers, and create an environment of deal-making, stress relief, and wellness. It's the one place where we willingly shut off our phones, turn away from distraction and become one with nature and ourselves. -Thank you for being a part of our symphony, Network & Golf

Asking why separates opportunity from a distracting time waste. When opportunities abound (meetups, Twitter chats, speed networking, reunions, summits, and seminars), how do you efficiently and quickly sort the productive from the less than productive? Here's the why filter I use: Is the opportunity aligned with my goal(s)? Will my participation add value to the other attendees and be valuable for me? Does the opportunity expand my network and/or strengthen existing relationships? What does my gut say? (Yes, I'm a big believer in trusting your gut.)

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

Mingle • Be the connector—introduce people to each other who may not otherwise connect. • Be a conversation fire starter; point out what people have in common as you are introducing them. • Seek out the folks who may appear to be shy, or awkward, or wallflowers. Find ways to build trust and comfort. Engage them with a kind word to pull them out of their shell. • Arrive early and stay late; connect with people before and after your event. • Stretch beyond your comfort zone to speak with, sit with, and start conversations with people whom you do not know. • Offer to refill someone’s drink or clear their plate. • Encourage introductions: “There is someone whom I would love for you to meet . . .

No one is perfect, and I see ways in which each of the companies I’ve profiled could adjust and improve their social media initiatives. Then again, I’m well aware that there are things I could do to improve my own efforts. Sustaining relationships and leveraging social networks is challenging work. Yet the thing that strikes me about the individuals who are leading the companies and brands profiled in this book is their excitement. They work like animals, and the economy is still wobbly, but when they talk about their work, you get the definite sense that all they see are doors of opportunity flying open every day. It’s as though social media has given all its users an equal platform on which they can build not just their careers, but their dreams.

Social infrastructure is not "social capital" -- a concept commonly used to measure people's relationships and interpersonal networks -- but the physical conditions that determine whether social capital develops. When social infrastructure is robust, it fosters contact, mutual support, and collaboration among friends and neighbors; when degraded, it inhibits social activity, leaving families and individuals to fend for themselves. Social infrastructure is crucially important, because local, face-to-face interactions -- at the school, the playground, and the corner diner -- are the building blocks of all public life. People forge bonds in places that have healthy social infrastructures -- not because they set out to build community, but because when people engage in sustained, recurrent interaction, particularly while doing things they enjoy, relationships inevitably grow.

Here’s What I Believe about Good VCs Good VCs help entrepreneurs achieve their business goals by providing guidance, support, a network of relationships, and coaching. Good VCs recognize the limitations of what they can do as board members and outside advisors as a result of the informational asymmetry they have with respect to founders and other executives who live and breathe the company every day. Good VCs give advice in areas in which they have demonstrated expertise, and have the wisdom to avoid opining on topics for which they are not the appropriate experts. Good VCs appropriately balance their duties to the common shareholders with those they owe to their limited partners. Good VCs recognize that, ultimately, it is the entrepreneurs and the employees who build iconic companies, with hopefully a little bit of good advice and prodding sprinkled in along the way by their VC partners. If VCs remain good, they won’t become dinosaurs.

Ted and Rick. Ted graduates from university and starts his climb up the corporate ladder. Every day he works long hours. He spends Saturday on projects to try to get ahead. No time for sports, no time for relationships, and no money to save. Every month he reviews his goals to see how far he can climb the corporate ladder. Extra meetings, extra projects. Gradually, Ted begins his climb to the top. And after 18 short years, Ted has his chance. He could become the next new, semi-young, chief executive of the company. But the owner gives the chief executive job to his recently graduated grandson, who promptly fires Ted. Ted has lost 18 years of his life, his dignity, his hard effort, and is again unemployed. Ted’s friend, Rick, also leaves university, but takes an ordinary job. However, Rick does something different. In the evenings, after work, Rick starts his part-time network marketing business. Four years later, Rick fires his boss, and lives the rest of his life on the earnings of his network marketing business.

Louis and I worked on two projects. In the first we tried to formulate a gravitational theory based on the dynamics of interacting loops of quantized electric flux. We failed to formulate a string theory, and as a result we published none of this work, but it was to have very important consequences. In the second project we showed that a theory in which spacetime was discrete on small scales could solve many of the problems of quantum gravity. We did this by studying the implications of the hypothesis that the structure of spacetime was like a fractal at Planck scales. This overcame many of the difficulties of quantum gravity, by eliminating the infinities and making the theory finite. We realized during that work that one way of making such a fractal spacetime is to build it up from a network of interacting loops. Both collaborations with Louis Crane persuaded me that we should try to construct a theory of spacetime based on relationships among an evolving network of loops. The problem was, how should we go about this?

As social phenomena, languages are tied up in world of unequal power relations, gaining or losing status not based on technical linguistic grounds but on social judgement, biases, and stereotypes that are based on the status of their speakers. As such, we argue that white America's love-hate relationship with black modes of communication can only be interpreted within a framework that considers language a primary site of cultural contestation. It should be clear by now that it's about more than a mothafucka, right? Our analysis of Black Language forms that the dominant culture considers inflammatory, controversial, or stigmatized allows us to make several observations. First, building off what anthropologist and linguist Arthur Spears noted in his discussion of uncensored speech, Black verbal culture, like all cultures is "a complex network of predispositions, values, behaviors, expectations and routines." Language practices, in their varying sociocultural contexts, can only be understood if read within the full range of the community's speech activities, and that requires rigorous ethnographic search and analysis. Second the community's beliefs and ideas about language- it's language ideologies- should be the primary point of departure for investigation and interpretation.

forgot about my huge goal. I focused on what I could control: what I did every day. After a little experimentation and a lot of thought, I settled on a process. Because the Internet never sleeps, here’s what I did every day: Write a new post. Without fail. No excuses. Build relationships. I contacted three people who tweeted my posts that day, choosing the three who seemed most influential, the most noteworthy, the most “something” (even if that “something” was just “thoughtful comment”). Then I sent an e-mail—not a tweet—and said thanks. My goal was to make a genuine connection. Build my network. I contacted one person who might be a great source for a future post. I aimed high: CEOs, founders, entrepreneur-celebrities . . . people with instant credibility and engaged followings. Many didn’t respond. But some did. And some have become friends and appear in this book. Add three more items to my “list of great headlines.” Headlines make or break posts: A great post with a terrible headline will not get read. So I worked hard to learn what worked for other people—and to adapt their techniques for my own use. Evaluate recent results. I looked at page views. I looked at shares and likes and tweets. I tried to figure out what readers responded to, what readers cared about. Writing for a big audience has little to do with pleasing yourself and everything to do with pleasing an audience, and the only way to know what worked was to know the audience. Ignore my editor. I liked my editor. But I didn’t want her input because she knew only what worked for columnists who were read by a maximum of 300,000 people each month. My goal was to triple that, which meant I needed to do things differently. We occasionally disagreed, and early on I lost some of those battles. Once my numbers started to climb, I won a lot more often, until eventually I was able to do my own thing. Sounds simple, right? In a way it was, because I followed a self-reinforcing process:

Serving gives and attracts while networking takes and repels. "The Best Marketing Plan" for your product or business comes through genuine love, generosity and care for others. When you build relationships on those themes--without strings attached--you open up a stream of provision that flows both ways.

This is what happened when I cofounded LinkedIn. The key business model innovations for LinkedIn, including the two-way nature of the relationships and filling professionals’ need for a business-oriented online identity, didn’t just happen organically. They were the result of much thought and reflection, and I drew on the experiences I had when founding SocialNet, one of the first online social networks, nearly a decade before the creation of LinkedIn. But life isn’t always so neat. Many companies, even famous and successful ones, have to develop their business model innovation after they have already commenced operations. PayPal didn’t have a business model when it began operations (I was a key member of the PayPal executive team). We were growing exponentially, at 5 percent per day, and we were losing money on every single transaction we processed. The funny thing is that some of our critics called us insane for paying customers bonuses to refer their friends. Those referral bonuses were actually brilliant, because their cost was so much lower than the standard cost of acquiring new financial services customers via advertising. (We’ll discuss the power and importance of this kind of viral marketing later on.) The insanity, in fact, was that we were allowing our users to accept credit card payments, sticking PayPal with the cost of paying 3 percent of each transaction to the credit card processors, while charging our users nothing. I remember once telling my old college friend and PayPal cofounder/ CEO Peter Thiel, “Peter, if you and I were standing on the roof of our office and throwing stacks of hundred-dollar bills off the edge as fast as our arms could go, we still wouldn’t be losing money as quickly as we are right now.” We ended up solving the problem by charging businesses to accept payments, much as the credit card processors did, but funding those payments using automated clearinghouse (ACH) bank transactions, which cost a fraction of the charges associated with the credit card networks. But if we had waited until we had solved this problem before blitzscaling, I suspect we wouldn’t have become the market leader.

One essential aspect of your life that you must develop is your network, and this will not happen unless you are intentional about it. Expanding your network will require you to push yourself beyond what is comfortable, familiar, and predictable. It is imperative that you seek out and build relationships with people from places other than your country of birth or your ethnic group or who speak the same language as you, eat the same food, or dress and talk like you. The temptation to keep bonding with these people and forming your own subculture is so strong that many have not been able to resist it.

Genuinely support people in ways you can. If you build great relationships and people get to like you for you, they will eventually promote what you do and would want to do business with you.

Study after study suggests that the pressure society places on women to stay home and do “what’s best for the child” is based on emotion, not evidence. In 1991, the Early Child Care Research Network, under the auspices of the National Institute of Child Health and Human Development, initiated the most ambitious and comprehensive study to date on the relationship between child care and child development, and in particular on the effect of exclusive maternal care versus child care. The Research Network, which comprised more than thirty child development experts from leading universities across the country, spent eighteen months designing the study. They tracked more than one thousand children over the course of fifteen years, repeatedly assessing the children’s cognitive skills, language abilities, and social behaviors. Dozens of papers have been published about what they found.23 In 2006, the researchers released a report summarizing their findings, which concluded that “children who were cared for exclusively by their mothers did not develop differently than those who were also cared for by others.”24 They found no gap in cognitive skills, language competence, social competence, ability to build and maintain relationships, or in the quality of the mother-child bond.25 Parental behavioral factors—including fathers who are responsive and positive, mothers who favor “self-directed child behavior,” and parents with emotional intimacy in their marriages—influence a child’s development two to three times more than any form of child care.26 One of the findings is worth reading slowly, maybe even twice: “Exclusive maternal care was not related to better or worse outcomes for children. There is, thus, no reason for mothers to feel as though they are harming their children if they decide to work.

By broadening our perspectives and expanding our creative approaches to situations, we can understand that giving is a never-ending process and benefits us throughout the lengths of our careers.

The relationships that you genuinely care about are the ones that will form the strongest network you can build.

The Relationships genuinely care about are the ones that will form the strongest network you can build.

The Relationships genuinely care about are the ones that will form the strongest network you can build.

The Relationships genuinely care about are the ones that will form the strongest network you can build.

Fredrickson shows18 that happiness increases our sense of belonging, allowing us to see things from others’ perspective and thereby more likely to make a positive difference in their lives. It dramatically increases our ability to build relationships and friendships. In turn, we feel more connected, more confident, and more supported by our growing networks. Our happiness also affects our colleagues’ productivity. Just as difficult co-workers can create a challenging atmosphere, people who are positive and supportive create an uplifting atmosphere.

Success largely depends on the relationships you build along the journey.

To make a positive first impression, where is the best place to wear a nametag? Since we shake hands with our right hand, placing your nametag on the right side of your body will make it quickly visible for the best eye contact. Within a few inches of your collar bone and right shoulder will provide greater visibility even when you are sitting down.

Wearing Nametags- On Others I enjoy reading nametags and calling people by their names before we have officially met or been introduced. It provides an instant icebreaker. Walking up to someone and saying, “Hi Brenda! I’m Susan!” creates a quick connection that might not have happened were her name not displayed.

Business Cards “Do you attend events where business cards are exchanged in a networking environment? My friend Brian Haugen is a networking ninja. His gregarious personality and love for people have enabled him to easily win friends and influence people. He has a lot of tips, but one of his best is regarding how to best handle business cards. When I asked him for his thoughts on being an effective networker, he shared that there is an art to how to receive someone’s business card with respect and interest. He continued by saying, “When someone hands you their card, take a moment to hold it, read it, repeat their name and then make a comment or ask a question. And make notes on their card to help you remember the exchange.” This small action communicates you are genuinely interested and want to remember them.

Too often when people hand us their cards, we quickly slip them into our pockets or purses without giving notice to what it says. Subliminally, it tells the other person that we don’t care or are not interested. Take a moment to demonstrate your interest; this will help your newfound relationship be off to a good start. Small actions can make a significant impact!

The Words You Think “Your thoughts lay the foundation for your life’s experience. Are you utilizing your thoughts for your highest good or are they harmful to you and others? Are your thoughts building you up or tearing you down? Notice the quality of your words and ask yourself these questions.

A fast way to get a clear understanding of yourself and others is through personality a profile assessment. Many companies and hiring managers administer these tests to ensure that personalities are well matched to positions. They also help build dream teams to optimize the combinations of strengths and complementary qualities among their people.

Why is a first impression so important?” Because these brief seconds can be the make-or-break, live-or-die, or yes-or-no basis for building rapport, earning trust, winning friends, or making the sale.

A RECIPE FOR BADASS CONFIDENCE -I will always be able to get a job if I need one. -Billions of people are living far less expensive lives than mine, and yet many millions of these people are surely happier than me. What is their secret? -While I don’t control the entire world, I am in control of my response to everything I experience. And my response is the part that determines my happiness. -I am in control of my cost of living. Everything I do is a decision, and it’s made by me, not the world around me. -I can always learn new things. With proper dedication, I can gain any skill that I want or need. This means when I depend on other people, it’s just a positive choice we are both making. When others depend on me, they are acknowledging my strength and I will choose to pass some of it on to them. -My kids will be just fine. Just by giving them my love and support and being honest with them. They don’t need prestige and they don’t need the support of multimillionaire parents to prosper in life. Nobody does. -Exotic Travel (just like any other luxury) is not a necessity for a happy life. At a moment’s notice, I could choose to spend the rest of my life within driving distance of this spot, and still lead a completely blissful existence forever. -But on the other side of that same coin, I can always move. My current location is a mixture of chance and choice, but people move all the time and their lives are usually better for it. -I can always make friends. No matter where you drop me in the world, I could build up a loving support network of warm and caring relationships. Because people are the same everywhere – we all just want to be valued and given some warm attention. -I know that my real goal in life is happiness, and I will always have the right tools available to me to maximize my happiness. They’re everywhere, and they are free. -Millions of others have achieved this before me, with fewer advantages and in harder times. I have more than enough personal power to get this shit done, in spades.

Take good care of relationships. God has never come down from heaven to do anything on earth by Himself. God works through men! God uses people to pour out blessings in your life. The person you despise today can be your saviour tomorrow. The answers to your prayers are locked in people. You cannot be praying for promotion at work yet trashing your Boss. You cannot be praying for success in life/business yet manipulating, using people, lying, cheating people every chance you get. Some relationships that could've blossom and brought more open doors, business referrals or better opportunities in future are killed prematurely because of quick/immediate gain. Destiny helpers don't come with white clothes and wings.

Adolescent reproductive relationship is a period or moment of connection between adolescents of same or opposite sex in building networks and connections for the future and generations through their cordial and free mind (in their own forms and shapes) for impact making and friendship building while showing forth the light/glory of God in a sinful world

ESTABLISH A BASIS FOR TRUST THROUGH OPENNESS AND TRANSPARENCY. It’s important to frame the conversation with the kind of vocabulary that conveys the open, bidirectional nature of the relationship. Use words like trust, transparency, and alliance. Another key way to demonstrate openness is to be willing to discuss scenarios in which the employee might leave the company. This kind of transparency helps build trust and reduces the risk of being blindsided by a departure.

WORK TOGETHER TO ALIGN EMPLOYEE, MANAGER, AND COMPANY. Once everyone’s values and aspirations have been articulated, all parties should work together to strengthen the alignment between them. This is a collaborative rather than top-down effort. It’s not just a job for you, but for the employee as well. The good news is, working together on this can actually help build the long-term relationship.

BUILD TRUST BY OPENING UP. Learning what an employee cares about helps build a relationship of trust. Psychologist Arthur Aron of SUNY Stony Brook discovered that asking participants in an experiment to share their deepest feelings and beliefs for a single hour could generate the same sense of trust and intimacy that typically takes weeks, months, or years to form.6 Direct questions like “Who’s the best coworker you ever worked with?” and “What is your proudest career moment?” help break down emotional distance.

This approach can relieve the pressure on you and your employees alike because it builds trust incrementally. Everyone commits in smaller steps and, as with any kind of meaningful relationship, the relationship deepens as each side proves themselves to each other. The tour of duty is a way of choreographing the progressive commitments that form the alliance.

In an alliance, employer and employee develop a relationship based on how they can add value to each other. Employers need to tell their employees, “Help make our company more valuable, and we’ll make you more valuable.” As Russ Hagey, Bain & Company’s chief talent officer, tells recruits and consultants, “We are going to make you more marketable [in the labor market in general].” Employees need to tell their bosses, “Help me grow and flourish, and I’ll help the company grow and flourish.” Employees invest in the company’s success; the company invests in the employees’ market value. By building a mutually beneficial alliance rather than simply exchanging money for time, employer and employee can invest in the relationship and take the risks necessary to pursue bigger payoffs.

How do you network? Think of networking like dating. Too many people ask to get married (ask for a job) without even taking the time to build a good relationship first.

We need to address the root causes that made us turn outside ourselves in the first place. This means getting our physical health back, finding a good therapist, ending or leaving abusive relationships, learning to reinhabit our bodies, changing our negative thought patterns, building support networks, finding meaning and connecting to something greater than ourselves, and so on. To break the cycle of addiction, we need to learn to deal with cravings, break old habits, and create new ones.

Relationships compound. People reflect your behavior back to you. The more you help others, the more others want to help you. Being a little bit nicer in each interaction can result in a network of broad and strong connections over

what we can take away is that you must master networking—connecting and building relationships with others to truly succeed.

So hone your communication skills just as keenly as your craft. Learn to write clear e-mails and compelling copy; to deliver persuasive presentations; to chair a productive meeting; to make those “difficult” conversations go more smoothly. Invest time in networking and building strong working relationships (not the same as friendships). When someone on your team needs help, offer it—what goes around comes around.

Anyone can be successful in this business if they want it badly enough. I was a teacher with no experience in sales or marketing and I had no idea who to bring this new business to, but I started talking to strangers anyway. I started building relationships. I started listening to people—truly listening to people and seeing what their needs were. Sometimes my product helped them, sometimes it didn’t—but I was always building new relationships with people.

Ultimately, people with strong social capital become hubs linking groups and individuals and groups to other groups, and through that function, they can exert a significant amount of influence and power in society—locally and globally—and can uncover unlimited opportunities in any of area of life.