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Super Connector

This book tell us to Stop Networking, seriously, stop doing it. Now. It is time to ditch the old networking-for networking's-sake mentality in favor of a more powerful and effective approach to creating and enhancing connections. In Superconnector, Scott Gerber and Ryan Paugh reveal a new category of professionals born out of the social media era: highly valuable community-builders who make things happen through their keen understanding and utilization of social capital. Superconnectors understand the power of relationship-building, problem-solve by connecting the dots at high levels, and purposefully cause different worlds and communities to interact with the intention of creating mutual value. They don't just meet people for business-card collection's sake; they understand the power of relationship-building, problem-solve by connecting the dots at high levels, and purposefully cause different worlds and communities to interact with the intention of creating mutual value. Superconnector shows readers why it's time to leave their bad networking habits in favor of a new three-pronged Vision-Execution-Profiting approach. The core message is simple: Connect with others in the right way, and your life and career will be enriched. To understand the Supperconnector it is necesary to understand the antithesis, which is a networker. A typical networker is someone who is transactional, short-term focused, transaction-only oriented, and really, frankly is using these very old-school, antiquated tactics to try to get themselves a personal gain of some kind. Connectors are people that see the equation very differently. They’re empathetic and emotionally intelligent, they’re habitually generous, they want to give to others, they want to build a community around themselves rather than think “Oh I got you one, you get me one now,” or “You owe me,” or “I need to get something out of this person.”They never think like that. They’re thinking longer term about building deeper, more meaningful relationships. And then Superconnectors are a percentage of the top of the pyramid if you will. When people say “Oh, who do you think knows this person,” or “Who do you think I should call about this problem?” They’re the people that come first to the top of the mind....

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Enchantement

Enchantment, as defined by bestselling business guru Guy Kawasaki, is not about manipulating people. It transforms situations and relationships. It converts hostility into civility and civility into affinity. It changes skeptics and cynics into believers and the undecided into the loyal. Enchantment can happen during a retail transaction, a high-level corporate negotiation, or a Facebook update. And when done right, it’s more powerful than traditional persuasion, influence, or marketing techniques. Kawasaki argues that in business and personal interactions, your goal is not merely to get what you want but to bring about a voluntary, enduring, and delightful change in other people. By enlisting their own goals and desires, by being likable and trustworthy, and by framing a cause that others can embrace, you can change hearts, minds, and actions. In his book, Guy Kawasaki calls it “enchantment.” The general idea is if you want to change the world, you have to get people on your side. And if you want to get people on your side, you have to delight them. Enchantment is about how to do that. Enchantment: The Art of Changing Hearts, Minds, and Actions, has a few central themes. Most have to do with the three pillars – likability, trustworthiness, and having a good cause. Greatness refers to the quality of your product, service, idea – in other words, your cause. Sharing your dream is a key part of enchantment for two reasons. First, you can’t assume that people know how great your cause is. You need to share knowledge about it to help people understand it. The world doesn’t beat a path to your door even if you created a better mousetrap. Second, the goal of enchantment is deep, long-lasting, and delightful engagement. These qualities are not the result of mere transactions. Apple shared the Macintosh dream of empowerment, creativity, and productivity. When you buy a Macintosh, it’s not a sales transaction. It’s embracing a way of life. This is why Apple enchants people and other computer manufacturers “close a sale.” Even if you don’t have any business experience or aren’t the owner of the...

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INF.- Managing your boss

A compatible relationship with your superior is essential to being effective in your job. To many people, the phrase managing your boss may sound unusual or suspicious. Because of the traditional top-down emphasis in most organizations, it is not obvious why you need to manage relationships upward – unless, of course, you would do so for personal or political reasons. But we are not referring to political maneuvering or to apple polishing. We are using the term to mean the process of consciously working with your superior to obtain the best possible results for you, your boss, and the...

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Never eat alone

Have you ever asked yourself why some people find getting things easier than others, specially in these hard times? Keith Ferrazzi gives us a great personal lesson in the book that we have analyzed in our Professional Reading Club: Never eat alone. This sentence summarizes the subject of the book: Networking. From his own personal experiences, Ferrazzi describes how to develop networking step by step up to become a top connector. From his point of view, SUCCESS IN LIFE = THE PEOPLE YOU MEET + WHAT YOU CREATE TOGETHER. It’s a constant process of giving and receiving. Your mission is establishing relationships with people in your universe who can help you get where you’re going. Perhaps the most important thing for networking is, something we mustn’t forget, build it before you need it. It’s not easy, it takes time and effort: attend meetings, contact people, state your value, share your passions, take their names, find out their passions, and keep in touch with them. In his own words you must “pinging all the time”; for doing this, you can use technology, mobile, e-mailing,…., but nothing as powerful as a face to face relationship, mainly not in working hours, and much better for having lunch or dinner (That’s why, never eat alone). He explains and gives examples of different tactics to use in every step, beginning for knowing what to say: prepare a small talk which puts you in value, show passion in what you say and do to make good impression to the other part. This stands you out from the crowd. Be sincere. Show what you can offer. Find out interests, hobbies, etc., about people you want to know, before you meet them…. Up to find connectors to connect you to top managers, rock stars, sport stars, politicians and so on. The book is broken up into four sections, which themselves are broken up into a number of short chapters. Interspersed throughout are short one-page profiles of people who are particularly good at building relationships quickly (like Bill Clinton and Benjamin Franklin). While the profiles were interesting, it...

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