Whether you run your own business, work for a company, or in the midst of a job search, you know your network is critical to your success. Sometimes it’s a question of who you know. Are there people in your circle who’d be willing to make an introduction when you ask for one?
But other times, it’s about whether the people you know are willing to go above and beyond without you prompting them. These people constitute not just your network, but your network of referrers. These are the people who recognize an opportunity to say, on your behalf, "Hey, I know just the person you need to talk to about that—let me set it up."
Sometimes, it’s about whether the people you know are willing to go above and beyond to refer you without you prompting them.
A referral network can take time to build. But it’s worth the investment of your attention. Today we’ll talk about how you can begin to lay that groundwork and prep your supporters to create opportunities for you.
Have one extraordinary thing you do
Chances are, there’s plenty you do well. Success relies on a collective of skills. But being referrable begins with clarity around what you want to be known and referred for.
In my business, I do a wide variety of work. I speak, I design organizations, I coach, and I deliver learning. But what's my one thing, my own bit of extraordinary? When a leader needs to align and activate their team behind an important outcome, be it leading change or building a powerful employee experience, I design and facilitate those conversations.
The more specific your 'extraordinary,' the more targeted your referrers can be.
I do that work uniquely, and with extraordinary results.
It’s really specific. But that’s important. The more specific your 'extraordinary,' the more targeted your referrers can be.
So what’s your version of this? Whether you’re seeking new clients for your business or a new opportunity within your company, what’s your one thing?
You may be great at project management or executing campaigns. But likely so are a lot of people.
When an opportunity arises for someone to head up a new marketing council, a referral like "You should choose Kay; she's a great project manager" carries some weight. But if the people searching for that new council head hear "When Kay leads a project, she's amazing at driving stakeholder alignment and buy-in," that specific example makes a more compelling case.
Do everything well. But choose a spot in which you’re extraordinary. And let that be the thing for which you’re referred.
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