Further thoughts.....

If you have an unusual name say it clearly and and slowly. You could tell them a story that will make it easier for someone to understand, hear, repeat and remember? What is important is to help them remember you and your name so they can pass your details on when the time is right.   

Does it sound similar to something else?  So for example my own surname, Peckham, is often heard as "Beckham" - so if I do need to give my surname I can make a reference to not being related to someone rich and famous! Or mention that fact that I do indeed in live in South East London (where Peckham is located). 

Another way of helping the other person to remember your name is by having your name badge pinned somewhere it is easily visible. We recommend the top right of your jacket/dress.  Not so low down that they have to bend to read it and on the right so that they don't have to overtly move their heads to find it when you shake hands. You could give them your business card as well as that can help for others to memorise a persons name.

Further thoughts.....

People want to know what you do rather than what you "are". Many job titles rarely provide much clarity. Take "managing director" or "chief accountant" - they could really mean anything, depending on the size and type of organisation. One of my personal favourites was "Lead Client Services Associate" - it really didn't mean much at all to anyone outside the organisation - although the person whose role it was was integral to the smooth running of the whole office.

However, I have also heard some pretty crass answers to this question such as "I help people to make more money" (in translation, an accountant) or "I help organisations succeed where others fail" (in translation, a management consultant). Or some that are much, much worse that I won't venture to mention here!

Whilst we want to make an impact, it's really important that we help the other person understand what we do - that means keeping it clear and simple. And if you don't think it sounds interesting enough remember that there is more to communication than just the words - it's as much about how you say it as what you say - and of course how you follow through with the conversation.

Further thoughts.....

People tend to "buy" experts. Telling them your expertise or specialism allows them to categorise you and easily pass you forward or slot you into what they are looking for.

Clients often tell me that they don't have an area of expertise or specialism, but when we dig deeper they always do. It can be any aspect of your work or experience that provides some clarity, some differentiation, a hook for the listener. It can even be where you're located.

I once heard an accountant say that he was "an accountant and I work just along the road here" - we were at a local event and this allowed the other person to ask more about him and discover that his expertise was in local business knowledge. They could also easily move onto a conversation about whether he lived locally - giving them another option if accountancy wasn't interesting for them!

Further thoughts.....

For me, one of my key differentiators is my passion to make networking work for people regardless of rank or status. Often the feedback I get from people reflects this - giving "permission" to and enabling the more junior people to get out there and network too, or people in roles that are not normally associated with the need to network.

Back in my banking days, one of my drivers was to create harmonious teams that worked well together - so this became my approach to managing others.

One IT professional I know describes his approach as building relationships with end users to understand their view of certain systems - even though that's not exactly his role. It differentiates him from other "techies" as well as ensuring he has a network that goes beyond his own department and a broader understanding of the business.

Further thoughts.....

What is the end product of what you do? Who does it serve and how? What's in it for the end user?

This is your "benefit statement" - the information that explains the point of what you do from the point of view of your clients and stakeholders. The less tangible your service or produce, the more difficult this can be. The benefits of "widgets" are usually pretty straight-forward, but how about someone whose role is a "relationship manager" supporting a sales team? They may add value by ensuring clear understanding of the client's needs by the technical team on the one hand whilst building the trust and rapport required to make a sale on the other.

If you have a CV then that may be a good place to find some of this information - provided it has been written using your achievements! What kinds of "results" statements occur most? They will indicate where you add value.

Further thoughts.....

Telling a story - that is often the best way to get your message across. They don't need to hear all about what you did or why, or anything else - just the result with a little bit of context to make it come alive.

Think of a piece of work, a project or assignment that you have been really proud of - then build the story around that. It's usually the things we are most proud of that we can talk about with most enthusiasm.

Again, if your success is difficult to measure in terms of numbers, it is often more challenging to come up with examples. Think about when you've had some amazing feedback that has shown you've made a difference or when you've observed someone doing something differently as the result of your input. How did this impact their work, colleagues or clients?

Adding humour to such anecdotal evidence can also be powerful - providing you are comfortable using it and, of course, it is appropriate! It can even be worth sharing situations when things have gone horribly wrong (preferably with humour) - it's sometimes good to show people a more rounded view of ourselves.

Try and have a number of stories about what you do to hand - and pull out the appropriate ones as and when needed. Get used to this story telling - it's a great skill and can really engage people in a variety of settings.

Further thoughts.....

We miss out on so many opportunities because we don't ask for the follow-up meeting, call or e-mail. Which means we've wasted our time - nothing will happen if we don't follow through. Let them know how they could help you; be brave enough to suggest a further meeting - don't miss out on building on this relationship and the potential for mutual benefit.