This chapter is about supporting colleagues—the networkers—in their networking activities by developing a so-called networking tool kit. Networkers should be informed, involved, and supported in various ways so that they can be successful in their networking activities. This chapter sums up how to provide the right support.

Almost everyone in organizations is in need of a meaningful network and thus almost everyone has to network from time to time. Some employees spend very little time on networking, whereas for others it is a day-to-day activity: account managers, diplomats, fundraisers, or external relations officers.

The networkers should be supported by the Managers of the Network — the readers of this book — to be successful. The Managers of the Network are responsible for the management of the entire network of an organization and thus for supporting the networkers.

Networking tool kit

The Managers of the Network support the networkers to perform successfully by providing a networking tool kit:

• 1. Every networker should be informed about (and preferably also be involved in the development of ):

• - The Networking Vision and Relationship Management Strategy.

• - The tasks/responsibilities/competencies/goals of a networker: What is expected of the networker? How to perform these tasks?

• 2. The networker should be able to share information obtained from external stakeholders during the networking activities:

• - By using a CRM system.

• - Via networking team meetings.

• 3. Be supported in developing the necessary networking skills.

• 4. Be supported with and informed about networking opportunities.

To inform (and involve) the networker

The networkers should preferably be involved in the development of the Networking Vision (Chapters 1 and 3) and Relationship Management Strategy (Chapter 4), but at the very least they should be properly informed: How is the Relationship Management Strategy aligned with the overall strategy? What are our relational goals? How are the relational goals translated into individual goals? How is our network contributing to the success of the organization?

It is vital that all of those involved in the relationship management have a fundamental understanding of the choices that were made in the development of the Networking Vision and Relationship Management Strategy. Yearly or twice-yearly Networking Vision and Relationship Management Strategy sessions could be a way to do this. A written version of the Vision and Strategy should also be available outside these sessions.