Networking is about more than collecting business cards, according to Susan Richardson, co-founder and principal coach at Leadership That Matters. It’s about building strategic relationships.

Speaking about positive networking at a recent International Facility Management Association (IFMA) Toronto event, Richardson shared a number of strategies for developing this important skill, especially for those to whom it does not come naturally. Why facility managers — and really, all professionals — should care is because business is based on relationships. People buy from people they trust, she said, and that trust has to be earned.

“More often than not, people, because the market is so competitive, will go with referrals, they will go with people they know,” Richardson said.

She recommended that all networkers have a networking plan, and that reluctant networkers make incremental — “one-degree” — changes, because if they don’t do anything different, how can they expect to be anywhere but in the same place six months from now?

Good networkers, Richardson said, ask questions and listen. Posed in the form of advice, she summed it up as such: “Be interested, not interesting.” She also suggested coming to events equipped with open-ended questions, such as “What brings you to this event?” Conversation becomes easy when people establish common ground. She estimated it takes up to five questions to do this. For the reluctant networker, asking questions has the added benefit of taking the pressure off of him or her to do most of the talking.

Richardson advocated adopting a “we” perspective, looking at networking as the mutually beneficial exchange of information or “giving to get.”  This means acting as a resource for others without knowing when a favour might be returned. As an example, Richardson pointed to when she put one of her clients, who had recently found out that her child had a learning disability, in touch with her sister-in-law, who had already navigated the school system with a daughter who has dyslexia. The gesture didn’t require more than a phone call on her part, and it served to strengthen the relationship.

Richardson said that when working a room, networkers should set a goal of how many people they want to meet. Networkers can look for people they know, and people they would like to know. Tips included situating oneself in high-traffic areas — near the bar or entrance or food — and looking for groups with odd numbers to join. Networkers should still ask for a person’s business card and let the person ask for theirs in exchange. Richardson added to read business cards aloud, as there may be a conversation piece in them.

But not all networking occurs in formal environments such as industry association events, which is why it’s important to always be conscious of personal brand, she said. Much like one may equate the Apple logo with “innovation,” Richardson encouraged her audience members to consider what one word they would use to describe themselves.

“If you put a picture up of yourself, what are people saying about you?” she asked. “If you do not control what that brand is, it will be defined for you.”

Social media presence contributes to a person’s brand — for better or worse. On Facebook, she said, separate personal and professional accounts; on LinkedIn, use a professional photo and be selective in accepting invitations; and on Twitter, ensure tweets are consistent with one’s brand.

Also, since networking can happen anywhere, having an elevator pitch is important, Richardson said. The elevator pitch is a 30-second speech that describes a person’s history, key strengths and value they bring to an organization. It’s a way to answer a contact who asks, “What have you been up to?” It’s also a way to answer an interviewer who says, “Tell me about yourself.” Everyone should have a few variations of their elevator pitch so it can be tailored to these different scenarios, she said.

Those who are starting out with what may seem like a small network can leverage their contact’s contacts to expand their network, Richardson said. As a person grows their network, they will need to maintain existing relationships, too. When a contact does a favour, follow up to thank them, she said; also consider whether there is something one can do to return the favour. Critical contacts should be given extra attention, for example, meeting them for lunches or sending handwritten thank-you notes. LinkedIn can be a great way to keep in touch with one’s broader network.

And Richardson’s last piece of advice? Move on from negative experiences.

Michelle Ervin is the editor of Canadian Facility Management & Design.