Question: What should you do if people you met at an internal conference do not respond to your note following the conference? Should you contact people who did not respond to your first message, again in 3-4 months pursuant to the MT advise on developing a network?
I work for a large multinational corporation. I recently attended a conference and following the advise about developing a network, about a week after the conference I sent email messages to people to begin developing my internal network. Many of the people at the conference worked with other businesses within our company. I want to build cross business relationships with as many people as possible because my line of work would allow me to transfer to other businesses within my company. Some people have responded to my notes, and I will continue building my network with them pursuant to the MT advise. However, some people did not respond to my initial note following the conference. Should I reach out to them again in 3-4 months? I do not want to be viewed as annoying with these colleagues.
Don't fall at the first fence
If someone doesn't respond to the first attempt to contact them then I'd recommend givin them at least one more more try. It could be they were just busy when you sent your first mail and forgot. If possible, try to find something relevent to them and make that the basis of your contact. Then it's less "Hey, we met at a conference. Let's be friends" and more "Here's something specific I saw and I thought you might find it interesting/useful."
Stephen
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Skype: stephenbooth_uk | DiSC: 6137
"Start with the customer and work backwards, not with the tools and work forwards" - James Womack
Be Specific, Be Relevant, Be Creative
Working for a "large multinational corporation" myself, I can only stress the importance of building cross-divisional relationships. They open a lot of doors through which you can get things done more efficiently, and can be life-savers when things get tough in your area. So, echoing what Stephen says, you shouldn't give up all too quickly, even if you're not a natural "networker".
So: Do follow up. What have you got to lose? They could find you annoying, but not unless you reach out to them all too frequently AND over an extended period of time. Making your contact specific and relevant to their role, as suggested, you can reduce the risk of costing their nerve to virtually zero.
May I suggest the following. Whenever you work on something, ask yourself if input from another division could improve the quality of your deliverable, if only marginally. If you know someone in that division from your conference, anyone, run it by them: "Hey, it's me, we met at a conference. I'm currently working on (...) and because you work in the (...) division I'd like to fill you in on what I'm currently working on. If you have any suggestions or other pointers, I'd be very grateful. Let me know if I can do anything for you back here in (...) or if there's anything you'd like to know about our division." (It doesn't matter if they actually are the OFFICIAL or RESPONSIBLE contact person in the distant division in question for your concern, probably they aren't, but what matters is that you remember them and are not afraid to reach out; they can still forward you if appropriate -- but will remember you called THEM in the first place and feel good about it).
I've done this repeatedly, e.g. with authors mentioned on guidelines or policies, just by picking up the phone to make a direct call. They were most often positively surprised at first that someone actually showed an active interest about the paper they produced, some times years ago, having forgotten it existed, and there I was, taking it seriously, asking for their interpretations, trying to apply it to the benefit of my project. It helped at the time being, and -- in the long run, as an attitude -- builds alliances.
Good luck
Jochen
Reach out a couple more times...
...and THEN let it go.
Sometimes folks are too busy on the first, but they remember that you have previously sent them something.
And, sometimes people self-select out of your network. It happens, and it's okay.
Mark
Followup Question
Thank you everyone for the insightful answers to my first question, I now have a followup question.
Q: Are there special considerations when developing my network with people from outside my company when I meet such people during the course of negotiating contracts, collaborations and other types of deals?
I work as an in-house attorney where I negotiate various forms of contracts and other deals. I frequently meet and work with both attorneys and non-attorneys from other companies in the course of my work. My approach when negotiating and working is to always act and speak with integrity and at an absolute minimum have empathy for the other company's view and positions. It is rare that we have hostile negotiations. The negotiations may vary in duration from a few weeks to multiple years. Establishing a network with people from other companies can be very useful to help build goodwill for a current deal or even a future deal. However, there are two aspects that concern me about using the MT advise on networking within the context of the situation I described: (1) non-attorneys from other companies are understandably cautious about communicating with an attorney from the other company; (2) the professional rules of responsibilty and ethics for attorneys provides guidance that an attorney from one side should not engage in discussions with a non-attorney from the other side if the attorney knows that the other side is represented by counsel. I would appreciate any thoughts or suggestions to address my situation.
After Action Followup
Presumably these negotiations end at some point. After the negotiations have finished could you wait a suitable period (long enough that it will be clear that this is unconnected with the original negotiation beyond that there was where you first met them) then initiate your networking contact.
Stephen
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Skype: stephenbooth_uk | DiSC: 6137
"Start with the customer and work backwards, not with the tools and work forwards" - James Womack
Know Your Limits
Thanks for the additional details, they matter. Know your limits. Dealing professionally with confidentiality and conflicts of interests are important skills. That said, it's perfectly OK to mention that you can't talk about a particular topic -- either because it's simply confidential in general or because you're involved in a way that could put you in a conflicting-interests situation. This will be respected, your conversation will move on to other subjects, your relationship won't suffer, and you'll be seen as a professional.
For example, I'm involved with sourcing/purchasing decisions. I also have good contacts at supplier companies, from my previous jobs, that I pay attention to stay in touch with. If they have a stake in a particular project or decision, I'll say it's off-limits, and we'll be fine.
As a lawyer, especially, I imagine this is something you'll quickly get used to. A friend of mine is a journalist, these types of things are their bread and butter.
Hope this helps.
Jochen
Freaky as I was going to post the same question!
I had just gotten reminders about several people I met at a conference late last year. Some I've developed good relationship with, and others I haven't heard from. Thanks for posting this maizeman1978 and I appreciate the great responses.