Why Networking is the Key to Business Success


 Networking is a business strategy that enables people of similar values, ethics, drives, and gust for success to interact along the line of promoting each other and each other’s business ideas. While it often seems as if networking is an open system that allows virtually anyone to join, that is far from the intrinsic nature of networks. In essence, the components of a networking system form a network with clearly defined unwritten rules. You are not expressly told that you must have attained a similar level of achievement as the other members or stakeholders in the network in order to be a member of it, but that is often said and presented to you in so many ways. Networks that are driven by positive stimuli, vehemence, passion, dynamism, and success tend to attract only those types of people.  Evidently, the world is a complex place and can be quite formidably discouraging at times: This is particularly true when one is trying to understand the whole picture and shoulder the wheel of his business on his own. Such unsagacious decisions only lead to discouragement and early burnout. A quick glance at nature reveals the overwhelming interdependence of things: A grape never appears by itself. Leaves hardly ever appear alone; they often occur in a profuse bloom of greenery. Nature is talking to mankind about how to live, but not many people are listening to her words. The Bible propounds the idea that two are better than one and that, in the multitude of counselors, there is safety. These quaint archives in nature are strongly advising man to create useful, transparent networks in order to execute and overcome life’s many complex tasks and challenges. Thus, essentially, networking is a very pragmatic idea that serves a wide range of purposes.


Networking is the process by which networks (groups of widely varying numbers) operate; the network itself is an online or offline gathering around some mutually beneficial idea, notion, or goal. Thus, the network is a concerted agreement to gather and strategize around the development of some idea, usually the promotion of a product, for the mutual success and well-being of the entire group. The synergy and geographic scope of a well-organized network produce an explosively powerful success system that can accomplish more than any one human being working by himself. The passion, energy, and inspiration that an efficaciously organized network generates renders the idea of networking one of the most radically essential business gadgets anywhere in the world. When a network is properly organized, it is a powerful system of success involving people who are working towards the well-being of the entire group. The success system is a dynamo that is driven by enthusiasm; vision; and creative, avant-garde behavior. Of course networks vary considerably in size and scope: This variation ranges anywhere from a small gathering of people looking out for one another’s interest to a mammoth global corporation with footprints on virtually every continent.


In small-scale networks, people are merely looking out for one another; pushing and peddling each other’s commercial items. Let us say that this hypothetical network is made up of only five people: (1) a writer, (2) a supplement vendor, (3) an editor, (4) an auto insurance salesman, and (5) a dentist. All five of these entrepreneurs have customers who patronize their business. Let us say that that they all produce top of the line products and services and treat their clients and customers with the utmost respect, appreciation, and distinction. Although this network is quite small, the product quality and synergy that it generates can produce quite explosive growth within a relatively short period of time. This is especially true in the light of both the quality of the customer service, products, and services that it produces. This kind of system, though quite small, conceives tremendous growth within a relatively short period of time. And, of course, because its customers are completely satisfied with the quality of service and products that they are getting from doing business with this small group of folks, word of mouth kicks in and begins to work wonders for this formerly tiny business network. Thus, networks that are on the right track and put their clients and customers first do not take long to grow into mega business systems.


These simple networks mainly function as referral systems, bringing people from widely scattered areas together for a variety of mutually viable reasons. In these simple networks, referral is the fundamental goal: People keep each other’s needs, goods, and services in mind and keep their eyes open for one another. This type of referral system, of course, can take many different forms that may vary from simply exchanging business cards to highly complex credit systems that virtually serve as consortiums and syndicates. More often than not, these networks operate at the simpler level and evolve into a system of switches and sockets; where people watch out for each other’s needs, wants, and issues and promptly connect with one another, transmitting much-needed information from person to person. More complex ideas evolve around products that develop from an invisible idea state into a highly complex corporate entity. Both simple and advance networks involve varying numbers of people or stakeholders who pool their resources for the advancement of the whole network. In both network situations, the synergy produced by dint of amalgamating the resources of dozens of individual people produces a level of success that otherwise was not possible. Both networks produce successful results that could not have been brought about by the networks’ individual members working by themselves.


In most cases, however, networks are more than just good ole boys business clubs: They often spring from a more unified, single-business interest that is propelled by a more compact, united vision. Although this typed of network is similar to the previous one mentioned earlier, it is markedly different in that it takes much more than mere dynamism and passion and gusto to operate this type of business networking system: In this second type of network, all the business partners would have to contribute significantly more financial resources and ideological energy in order to get it off the ground. Also, in this second and more sophisticated type of business arrangement, the participants have a greater vested interest in the company because it is their company: It is not just a business fraternity to which they belong. It requires much more direct personal input, interest, dedication, and long-haul effort and understanding among the stakeholders.

Both types of networks require immense amounts of impassioned energy and financial resources, but in this second case; the sense of passion and effort needed are much more personal, intense, and urgent. Why is that so? It is that way because this second type of network has more at stake both in the positive and negative direction. There is more to be gained and more to be lost; hence, a greater sense of responsibility and urgency is generated. Also, in this second type of network, folks roll up their sleeves and really go to work; and, if any of the stakeholders drags their feet, they are promptly reminded that they are involved in a legally binding business system with clearly defined individual obligations.


Quite often though, all the stakeholders do take the business very seriously and shoulder their part of the weight of carrying the business— and sometimes even offer to help their fellow business partners out in areas where they may be lacking. This type of business network is marked by explosively positive psychological stimuli that are palpably felt and often contagious; it is this incredible contagion of positive energy in the air that drives the success of this type of business network. Dramatic and unbelievable zeal emanates from the environment in which these ambitious business ventures evolve. The positive success stimuli operating within this type of business environment are the lifeblood of the business.

It is important to note here that financial resources are not the single most critical factor that makes business succeed—and, don’t get me wrong, financial resources are absolutely needed for business success—however, there are other more powerful multicolinear variables that, in the long run, have a stronger impact on business operation and its overall success.

In addition to the powerful role played by the ready availability of ample financial resources, the psychological atmosphere of success obsession and the chemistry stake holders themselves play a far greater role in engendering business success. Of course one can quite cogently argue that the availability of cash certainly grants the stakeholders more leverage in being able to hire top talent in order to get the job done. While that is true, in part, folks with money do  not always make the best decisions; thus, it not the amount of cash on hand that makes the business succeed massively ultimately; rather, it is the level of business savvy and leader acumen at work that eventually promote the mammoth kind of growth observed by some business entities.

Merely having money and throwing it around in business do not mean that the business is going to succeed; rather, what is most critical to business success is the ability to assemble the right mix of people who can plan and strategize most effectively in order to produce the maximum successful outcome from the business. This is the reason that most businesses that fold do not fail because customers are not there—that is not the reason that they fail. Wrong blend of business personalities is the single most crucial factor for more than ninety percent of all business failures. The business must attract people with the correct kind of business juice (willingness to put their customers first, treat them with distinction, and court their word of mouth input) and the right attitude towards success in order to succeed. Unfortunately, much of this business ethics and psychological contagion cannot be taught at the university level: The professors have never heard about them—they do not know what they are; in this regard, the most prestigious business school in the world is the act of merely doing business itself and seeing what works and what doesn’t.

Quite often, networks attract people with the right blend of this type business juice: When they come together, they inject into networking environment their powerful enthusiasm and willingness to learn how to succeed in business; incandescent craving to do whatever it takes to make the business succeed. Their entire lives become a dynamo of faith for business success: They think it, they talk it, they live it, they dream about it, and they make it happen to them. When these folks enter the network; they inoculate the environment with their tremendously powerful spirit of dynamism and success obsession, and they simply go on to become very successful business people. When they join the network, there is usually some idea or notion that is floated as a potentially powerful business giant. The network thoroughly analyzes, studies, and evaluates the idea; which becomes the central vision around which the team of business people gathers. Developing that idea now becomes the very essence and radical driving force around which the network gathers. The power, excitement, gusto, and dynamism issuing from the excited network stakeholders or members generate a massive amount of positive stimuli which becomes the very embodiment of the vision’s potential.

These dynamic potential elements are the inherent power of the network’s vision; thus, the virtue of the vision itself is based on the viability of the original idea around which the network was built. Unfortunately, in tight job markets and difficult economic times; thousands of business networks spring from the soggy foundation of pure sand. These networks, based on cold calling, are a gross waste of time: The same people are contacted day after day after day about the same worthless, poorly demanded products that are merely a nuisance that can fetch their stakeholders’ management hefty lawsuits and steep fines in court. They are simply built on a vision that is not adequately pragmatic to achieve a high level of success and, in addition, they put the business itself at risk for expensive lawsuits from angry homeowners who are merely tired of being harassed day after day after day by the unscrupulous cold-calling salespeople. Business must be built on a sound and solid vision that meets people’s needs and helps to improve the quality of their lives. Business networks that evolve around shoddy, scam-driven ideas would not succeed because they are built on sand.

At the core of a successful business network is a very positive, practical, need-meeting, and problem-solving idea or vision that dramatically improves the quality of people’s lives. The improvement in people’s quality of life takes on various forms. It may help folks to improve the quality of their lives by furnishing them material supplies such as chic fashion items or heart medication breakthrough drugs. Moreover, the improvement may occur in the form of fresh knowledge or insight about how things work in the constantly changing world of man.; additionally, the improved quality may take the form of some new kind of entertainment that brings joy and laughter to people’s hearts. Likewise the life improvement may occur in the form of a new line of books that change society in a positive and productive way. At the end of the day; this new, ingenious idea or vision should help people to have a higher quality of life than they had before. This is the kind of game-changing idea that is able to transform whole societies, and sometimes, the whole world. In the light of these ideas, it is obvious that networks are enormously helpful and perform a variety of sophisticated functions.


In all actuality, the whole world itself is a quaint network, but it does not seem that way. When one looks at the world and how it works, one thing becomes quite obvious: People, often unrelated, are working harmoniously towards the success of the business entity for which they are working. Those people are there because of some mutually agreed upon success arrangement that benefits all the stakeholders involved. When the illusion of the world is carefully examined, network after network appears from the blue. The upshot of a close examination of the world and how it works reveals that human society is a stupendous network that cannot function any other way: All the parts must work towards the common end of human survival and well-being. If all the millions of networks that are synergistically woven and blended together are suddenly pulled apart, the whole world would implode and go insane. The system of human society would unravel, and life would not make any more sense in this world. My point here is that networks are the norm on the earth even though it does not seem that way; thus, when one says that he is looking for a good network; he often fails to realize that he already belongs to dozens because the networks to which he belongs are not viewed that way.

As human beings, it is incumbent on us to find and connect with links that bring out those superior human qualities that are in all of us; but we must understand the inherently false element of the selfish human proclivity, Selfishness is powerful destructive machine that beguiles mankind about what truth and happiness are: Rather, we must endeavor to form networks where the selfish human factor is identified, isolated, and quarantined in order to produce maximum success in the networks which we create on the earth. More often than not though, people go about cavalierly building networks, completely oblivious of the fact that selfishness is that one single factor stops human beings from getting along with themselves and others. This is the reason that only people with the correct mix of business juice succeed in business: They put off the cloak of selfishness and put the interest of the business ahead of theirs. Accordingly, it is not the most egotistic person who gets to be the boss: it is the most skilled and qualified.


Moulton Mayers








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