Networking follow-up can be a challenge. One of the easiest ways to keep in-touch with someone is to send information that the other person may find useful. Thankfully the chain letter and joke emails seem to have disappeared (or maybe we are just lucky as they aren’t darkening our email doorstep these days).
And, since our philosophy of networking, Positive Networking®, is discovering what you can do for someone, we are always on the lookout for information that others in our network would find valuable. Here are some tips on how to send information to busy people who are already in information overload:
1. Make the subject line informative. “Interesting article for you” is just a tease. Instead, “Article in HBR on new Twitter tool, Periscope, launched yesterday.” (Obviously this is being sent to someone who has a genuine need for this timely information.)
2. Pull a quote from the article and put it in the email. Don’t make the recipient open the link to see if it’s something they want to read, view, etc. Insert the lines you think would resonate with them so they can quickly decide if they wish to learn more. Often, we include the amount of time it takes to read or watch the video. And, as we mentioned in our Positive Networking® Tip #585 avoid asking for a response. If they found it interesting they’ll usually let you know. Otherwise you’ve just given them another ‘chore’.
Here’s an example of what we would send:
Saw latest HBR magazine on reinventing performance reviews and with your HR background I thought you’d find it interesting. Article says you only need to ask four questions.
“1. Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus [measures overall performance and unique value to the organization on a five-point scale from “strongly agree” to “strongly disagree”].
2. Given what I know of this person’s performance, I would always want him or her on my team [measures ability to work well with others on the same five-point scale].
3. This person is at risk for low performance [identifies problems that might harm the customer or the team on a yes-or-no basis].
4. This person is ready for promotion today [measures potential on a yes-or-no basis].”
Here’s the article. It’s about an 8 minute read. https://hbr.org/2015/04/reinventing-performance-management
Hope you find it interesting.
-Gayle Hallgren-Rezac, co-author of Work The Pond! (with Judy Thomson and Darcy Rezac)
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