BSBREL401 Full Learner Resource

Learner Resource & Assessment
Establish Networks
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Establish Networks
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2 BSBREL401 Establish Networks

Learner Resource © Precision Group (Australia)
Table of Contents
3 About BSB
5 Introduction
7 BSBREL401/01 Develop and Maintain Business Networks
1.1 Use appropriate network strategies to establish and maintain
relationships that promote the development of business opportunities
1.2 Identify and pursue network opportunities to maximise a range of
contacts
1.3 Communicate information regarding new networks to inform
individuals, colleagues and clients of potential benefits
1.4 Participate in professional networks and associations to obtain and
maintain personal knowledge and skills
14 Key Points
15 ‘True’ or ‘False’ Quiz
17
BSBREL401/02 Establish and Maintain Business
Relationships
2.1 Develop and maintain relationships to promote benefits consistent
with organisational/client requirements
2.2 Gain and maintain trust and confidence of contacts through
demonstration of high standards of business practices
2.3 Use a high level of negotiation skills to encourage positive outcomes
2.4 Identify difficult situations and negotiate solutions using collaborative
problem-solving techniques
2.5 Seek specialist advice in the development of contacts where
appropriate
28 Key Points
31 BSBREL401/03 Promote the Relationship

3.1 Develop strategies to represent and promote the interests and
requirements of the relationship
3.2 Use appropriate presentation skills to communicate the goals and
objectives of the relationship
3.3 Effectively communicate issues, policies and practices of the
relationship to a range of audiences, in writing and verbally
3.4 Obtain feedback to identify and develop ways to improve promotional
activities within available opportunities
40 Key Points
42 Summary
43 Bibliography
45 Assessment Pack
BSBREL401 Establish Networks

Learner Resource © Precision Group (Australia) 1
About BSB Business Services
Training Package
“The purpose of
education is to
replace an empty
mind with an open
one.” Malcolm Forbes
About the Business Services Industry

The BSB Business Services Training Package covers a diverse range of industries
and occupations. Business Services covers a range of cross-industry functions and
services supporting the commercial activities of all industries.
Defining Qualifications
When units of competency are grouped into combinations that meet workplace roles,
they are called qualifications. These qualifications are aligned to the Australian
Qualifications Framework (AQF). Each qualification will have ’packaging rules’ which
establish the number of core units, number and source of elective units and overall
requirements for delivering the qualification.

About BSB Business Services Training Package (continued)
Delivery and Assessment of Qualifications

RTOs must have the qualifications (or specific units of competency) on their scope
to deliver nationally recognised training and assessment. RTOs are governed by and
must comply with the requirements established by applicable national frameworks and
standards. RTOs must ensure that training and assessment complies with the relevant
standards.
Qualification Training Pathways

A pathway is the route or course of action taken to get to a destination. A training
pathway is the learning required to attain the competencies to achieve career goals.
Everyone has different needs and goals, and therefore requires a personalised and
individual training pathway.
Foundation Skills
Foundation Skills are the non-technical skills that support the individual’s participation
in the workplace, in the community and in education and training.
Australian Core Skills Framework (ACSF)

This Assessment meets the five ACSF core skills as described in the Foundation Skills
mapping.

Introduction
“Knowledge
is of no value
unless you put
it into practice.”
Anton Chekhov
This unit of competency is all about being able to develop and maintain effective
work relationships and networks. It covers the activities of communication and
representation.
This manual is broken up into three Elements. They are:
1. Develop and Maintain Business Networks: First we will examine who we, as
a representative of our organisation, should network with and how to initiate the
relationship.
2. Establish and Maintain Business Relationships: Next we will look at some of

the ways of securing the relationship and keeping it performing in a helpful way.
3. Promote the Relationship: Then we will consider how to use this to assist our
organisation by promoting business relationships.

Introduction (continued)
At the conclusion of this training you will be asked to complete an Assessment Pack
for this unit of competency. The information contained in this resource will assist you
to complete this task.
Then you will have demonstrated your ability to develop and maintain effective
workplace relationships and networks.

ELEMENT 1:
Develop and Maintain
Business Networks
Performance Criteria Element 1

1.1 Use appropriate network strategies to establish and maintain relationships
that promote the development of business opportunities
1.2 Identify and pursue network opportunities to maximise a range of contacts
1.3 Communicate information regarding new networks to inform individuals,
colleagues and clients of potential benefits
1.4 Participate in professional networks and associations to obtain and
maintain personal knowledge and skills.

Element 1: Develop and Maintain Business Networks
Develop and Maintain Business Networks
Use appropriate Network Strategies to Establish and

Maintain Relationships that Promote the Development
of Business Opportunities
What is Networking?
Networking is the process of intentionally meeting people, making contacts, and

forming relationships in hopes of gaining access to such business-related benefits
as career advice, job leads, business referrals, useful information and ideas, and
support. For example, a manager’s network might include clients, vendors, fellow
members of trade or professional associations, bankers, accountants, professors at
a local business school, friends who are employed in similar industries, and other
managers.
Each person that a manager adds to his or her network is at the centre of their own
network, so in actuality the network is expanded considerably with every new member.
Ideally, networks serve both social and business functions and are mutually beneficial
for their members. The relationships formed in networking help people create a larger
world for themselves, with a variety of new relationships, opportunities, and resources.
We can think of networking as investing in the future. The intention is to develop

knowledge about each other and enough of a trust so that neither side feels taken
advantage of. This is what networking is all about - we have something to give each
other.
Organisational policies, procedures, processes and systems are the things a business
does to implement their business relationships. Organisational policies, procedures,
processes, and systems are like written guidelines that every employee, from the
head management, to the janitorial services, and maintenance personnel.
The purpose of organisational policies, procedures, processes and systems are to

establish the practices and standards that an organisation will follow in regards to
compliance and organisational behaviour.
• Organisational policies and procedures will ensure that the organisation is in full
compliance with the legislative requirements
• The policies will create a safe environment for all employees and will ensure
that all staff know the organisational expectations and objectives and how they
contribute to the achievement.
• The establishment of the policies will create better work relationships between
the organisation and their employees. The employees will know what the
organisation expects.

Benefits of Networking
There are four main benefits for those who practice effective networking:
1. Referrals
2. Relationships
3. Leads
4. Knowledge
Referrals, which are particularly important in growing a business, take many forms.
For example, a satisfied client might suggest others who may need the company’s
products or services. Similarly, a network member who is familiar with the company’s
offerings might provide an endorsement or allow the network partner to mention
his or her name in marketing efforts. It is good networking practice and a matter of
professional courtesy to thank the person who provided the referral and to keep them
informed of the results of the new contact. In addition, it is important never to use
someone as a referral without first securing their permission. If a referral does result
in a new client relationship, care should be taken to provide the new client with the
same level of product or service quality that was enjoyed by the one that gave the
referral. Otherwise, the business risks ruining both client relationships.
Networking also allows for new relationships to be established. Relationships are keys
to business success – a positive relationship allows for building insights into the needs
of a particular client and allow you to build trust between you and your associates.
Insight into customer needs and having a positive and trusting relationship also allows
you to have an opportunity to promote the products and services that you offer and
resolve issues that your customer may be having more easily. Fixing a problem while
it is still minor is better than letting it blow up into a bigger one. You may also find that
close relationships allow you to access information on the competition which may not
always have been easy to gain.
Networking can also turn into an opportunity to gain new sales leads. It may also be
personally productive in that you might be able to find new opportunities to move
within your chosen career or build new business opportunities. Building a network
often happens as a chain reaction – where one specific event leads to another and
another and another – ultimately leading to you being able to improve your future
opportunities.
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Identify and Pursue Network Opportunities to

Maximise a range of Contacts
Communicate Information Regarding New Networks
to Inform Individuals, Colleagues and Clients of
Potential Benefits
Participate in Professional Networks and Associations
to Obtain and Maintain Personal Knowledge and
Skills
Finding Networking Opportunities

Opportunities for networking abound. One well-known example of a possible contact
is the person occupying the next seat on an airplane. But it is possible to take a more
organised approach:
• Make a list of specific groups of people that would be helpful to know for business
purposes, from potential customers to other businesses that offer complementary
products or services.
• Identify where best to find them. Perhaps they are likely to participate in certain
activities, belong to certain organisations, or frequent certain places or events.
• Become involved in those organisations or activities.

Identifying networking organisations in your location is also a very profitable pursuit

to undertake. If you are able to identify organisations that can assist you, you put
yourself in a better professional position. Some of the most common networking
organisations include:
• Local industry organisations
• Local chambers of commerce
• Local business associations
• National business associations
• Local groups for women in business.
The basic concept in all formal networking organisations is that members in a group
of businesspeople, each in a different line of work, make referrals to each other from
among their own friends, clients, and associates. They not only share customers, but
develop a circle of businesses with which they do business and exchange expertise.
We mentioned in the list above that there are often some specific networking
organisations that cater for a specific demographic group. We gave the example of
women in business groups. However there are often networking groups that cater for
minority groups or even those that cater for specific business sectors, such as small
businesses or those who run home-based businesses.
Within your own organisation, information regarding new contacts may be shared
for mutual benefit. Whether through organised functions or just sharing a beneficial
contact with colleagues in the organisation is good if there is a commonality. Of
course, there is networking etiquette to be observed which we will discuss later and
must always be observed.
The most obvious starting point to establish a network is to become a member of

professional networks catering to your field of expertise. Sources cover a wide range
of contacts including:
• Work teams
• Suppliers
• Other organisations
• Committees
• Internal/external customers
• Government agencies
• Professional/occupational associations
• Project specific ad hoc consultative/reference groups
• Advisory committees
• Lobby groups
• Local inter-agency groups.

Membership will lead to invitations to conferences, seminars and meetings – all

fertile fields for meeting others with common interests. The benefits of these sorts of
connections are to obtain and maintain your personal knowledge and skills and to be
able to utilise these for the benefit of the team and organisation.
Many organisations recognise the importance of such affiliations through payment of

membership dues for their managers and allowing them time to attend and participate.
Networking is a valuable tool to increase your personal knowledge for the benefit
of your organisation.

Activity One
Have you actively participated in networking activities? Have the outcomes been
beneficial? As you leave your seat and walk around the room, discuss your experiences
with the group. Concentrate on individuals less well known by you.
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Key Points Element 1

• Networking is the process of intentionally meeting people, making
contacts, and forming relationships in hopes of gaining access to
such business-related benefits as career advice, job leads, business
referrals, useful information and ideas, and support.
• The intention is to develop knowledge about each other and enough

trust so that neither side feels taken advantage of.
• There are four main benefits for those who practice effective networking:
• Referrals
• Relationships
• Leads
• Knowledge.
• A variety of organisations exist that are dedicated to providing business

networking opportunities, like industry trade associations or chambers
of commerce.
• The basic concept in all formal networking organisations is that

members in a group of business people, each in a different line of work,
make referrals to each other from among their own friends, clients, and
associates.
• Within your own organisation, information regarding new contacts may

be shared for mutual benefit.

Element 1 – ‘True’ or ‘False’ Quiz

True False
A variety of organisations exist that are dedicated to providing business

Q networking opportunities, like industry trade associations or chambers of
commerce.
Sharing a beneficial contact for colleagues with another individual or

Q colleague in the organisation is not a good idea. They might take the
contact away from you!
Each person that a manager adds to his or her network is at the centre of
Q their own network, so in actuality the network is expanded considerably
with every new member.
Q Forming a close relationship with a client might jeopardise the job.
Networking groups, from nationwide organisations to single-chapter local

Q outfits, bring together business owners on a regular, formal basis to
promote one another’s businesses.
Q We can think of networking as investing in the future.
Q Within your own organisation, information regarding new contacts should

be shared for mutual benefit.
Q Referrals, which are particularly important in growing a business, take

many forms.
Q Networking can be an excellent source of leads, but not for new business
opportunities, new career options, or further networking possibilities.
Q There is no networking etiquette so anything goes.

ELEMENT 2:
Establish and Maintain
Business Relationships

2.1 Develop and maintain relationships to promote benefits consistent with
organisational/client requirements
2.2 Gain and maintain trust and confidence of contacts through demonstration
of high standards of business practices
2.3 Use a high level of negotiation skills to encourage positive outcomes
2.4 Identify difficult situations and negotiate solutions using collaborative
problem-solving techniques
2.5 Seek specialist advice in the development of contacts where appropriate.

Element 2: Establish and Maintain Business Relationships
Establish and Maintain Business

Relationships
Develop and Maintain Relationships to Promote

Benefits Consistent with Organisational/Client
Requirements
Gain and Maintain Trust and Confidence of Contacts
Through Demonstration of High Standards of
Business Practices
Putting it all Together
A lot of what business networking is about is about focussing your efforts. You can
liken it in many ways to a fire hose. Imagine that you have a hose with a wide spray
- because a given amount of water is being spread over a very wide area you are not
able to concentrate these efforts in any specific place. You are covering everything
– but covering it very lightly – which may not be the best way to fight a fire. A more
focussed fire hose takes that same amount of water and sends it to a specific location
– the location is smaller so the same amount of water has a more powerful effect on
the fire.
Think about that analogy for a moment, when you are trying to create a powerful
business network, to profit either you or your business, which approach would work
best – trying to spread yourself lightly over a wide range of networking opportunities
– or finding the most powerful opportunities and focussing all your efforts on those?
Let’s look at how networking can be made more effective.
1. When you attend a networking group – focus!

Spend time discussing what your business does but look at one area at a time.
You do not want to overwhelm those individuals that you are speaking to with
too much detail – things that perhaps they are never going to remember anyway.
Networking is about getting information out there, not making a sale. A single
opportunity with someone should concentrate on detailing a specific area of
your business. Think of the fire hose – be precise on what you say and use this
as the basis of your discussion. Provide as much detail as you can – but stay
on topic.
2. Networking can provide you with a great opportunity to get referrals to

other individuals.
However when you do this – stay focussed. Identify the type of business
carefully and look at the type of referrals you can handle quite specifically.
Look for specific people you would like to be introduced to, don’t just try to meet
everyone, that is a sure fire way to waste some time meeting people who have
no interest in your products or services.

Think carefully about people you have been referred to in the past and look at
why the opportunity was a good one. Think about:
• What needs you can meet
• What need they may have
• What experience you can bring
• Be clear and focussed about the individuals you wish to meet.
3. Think about ways you can meet your contacts away from the networking
groups.
Treat a networking group as a first opportunity to get in touch with people. Then
think of ways where you can build on this initial contact – providing a deepened
opportunity for building the relationship.
While meeting new people is a good way to get new business, the new business
may be fleeting unless you can truly start building a positive relationship.
You need to find ways to spend time with the new contacts away from social
or professional outings such as award ceremonies or industry conferences.
Professional relationships are built from talking with one another, finding
areas of interest that you have in common or areas of your business that can
complement the business of your network contacts.
4. Think about VCP:

• V for Visibility - Become visible in the wider community.
• C for Credibility - Develop a sense of credibility so that your contacts can

trust in what you are saying.
• P is for Profitability - demonstrate ways that you have improved the

profitability of you and your organisation.
The sooner that you are able to put these actions into practice when you are undertaking
business opportunities – the sooner that you will find yourself in a position of profiting
from the networking opportunities that you have undertaken. A single referral that
leads to you doing new business can quickly turn into multiple new clients if the
referred organisation refers someone else. Word of mouth promotion of this type is
one of the most effective ways of building new business.
Focussing very carefully on determining where your efforts should be focussed allows
you as a business person to really get the message you are transmitting refined to the
individuals you are meeting and thus increasing the results of that effort.
Essentially a good networker:
• Knows what they want from those they are speaking to
• Will ask for specific referrals
• Knows to keep on topic when being introduced to someone
• Doesn’t paint too wide a brush.

To build a network, and help others build networks, managers must learn to use a
number of key principles. Firstly, relationships are a basic human need. Helping other
people fulfil their need for relationships helps you, too.
People also tend to do what is expected of them. By wanting the best of individuals,
you will find that they will do it. If you expect less, they will deliver less. Effective
networking is all about finding ways to build a relationship that delivers the most
benefit to each side. Try to convey expectations of high performance by encouraging
input in the goal-setting process.
You will also find that the more you interact with others around you, the faster your
network builds. A positive working relationship between you and others is a function
of the way that you work together, and the more you work together the closer your
relationship is likely to become. Remember to make as much use as possible of those
in your professional network. They are the ones who will be most likely to assist you
in your professional life.
Bigger is better when it comes to networks. A bigger network, put simply, means that
you know more people. As we mentioned previously, the more people you know the
more likely it is that someone in your network will be able to assist you in a positive
manner. Having a big network also means that you need to know people outside of
your speciality. Look for people who perhaps work in a different area or who may come
at a problem from a different perspective. Network with customers, suppliers and even
the competition.
Be in it for the long run – a network is not a short term thing. It is aimed at attempting
to build long term relationships with individuals who can assist you in your career the
most. This means that you should attempt to build strong relationships that will last.
Finally, look for people in your network who can promote you – treat yourself as a
brand and your networking partners are your target audience. You want to establish
relationships where everyone knows what you have achieved.
Manners
There are certain things which are, and are not, done when you are networking. This
is often referred to as networking etiquette. A good understanding of this etiquette can
go a long way when you are learning the networking ropes. In this section, we will look
at this etiquette and how it can lead to you developing a trustworthy image with those
you are trying to network with.
Manners are important. In everyday life we know to be polite – however the same is
equally true when it comes to networking. In modern business it can be difficult to know
what polite actually is sometimes, as we are often in a position which leads to working
with a wide range of different people – from different backgrounds and cultures. The
differences between us, which are usually very minor, can quickly become a stumbling
block that leads to problems.

As a modern business person, it is very important (and it is considered good manners)

to be prepared for the cultural differences that we may face on a daily basis when we
are networking. We will look at some of the common differences that we may be faced
with now.
Business Card Etiquette
Let’s begin with something which should be simple – handing out your business card.
Business cards are a very important networking tool. It gets your contact details into
the wallets and hands of those who you wish to do business with. In many Asian
cultures, the handing out of a business card is quite an important part of the whole
process. In Japan, it even has its own name – Meishi. The process begins after
introductions have been made and bowing has been completed. At this stage in Asian
cultures you will present your business card to the other person, palm up with the front
side facing them. It is a sign of respect towards the other person – an offering.
Think now about how this differs to Australian culture, where the business card is
important, but which is just handed to people, often as a parting gesture. In Asian
cultures to bend a card, write on it or place it away quickly are all considered to be
very impolite – something which as an Australian business person you may be very
confused by.
Personal Space
You know the feeling… you are talking with someone who is simply standing too close
to you, you feel like they are getting in your face and it can feel very intimidating. We
all have a personal space bubble around us and when someone enters this bubble
it can feel very uncomfortable indeed. The big problem is different cultures have
bubbles of different sizes and if we do not understand this, it can lead to very difficult
or uncomfortable situations. Some cultures feel fine with you being very close and
intimate when undertaking business dealings – and others simply can not stand it. It
can make a personal relationship extremely difficult if you get this wrong.
When we are looking at the effects of personal space, it is important to realise that most
people have four ‘bubbles’ around them For an Australian person, this approximately
equates to (remember everyone is different):
• Public space – 3 to 4 metres
• Social space – 1 to 2 metres
• Personal space – 50cm to 1 metre
• Intimate space – anything closer than 50cm.
Middle Eastern business people for example will take social space to mean intimate
space, getting very close to you when speaking – which may for an Australian make
you uncomfortable and make you move back (which of course makes you appear
impersonal). Asian Countries find the reverse to be true – where the social space is
wider than even in Australia – so you may find yourself being too close for comfort.

Make sure you are aware of these conventions when you are undertaking personal
networking – so that you do not make anyone feel uncomfortable.
Use of Slang
It is always important to avoid the use of slang when you are working with individuals
from another culture. You will be sure about the meaning of what you are trying to say,
but that does not mean that those you are trying to communicate with have any idea
what you are saying.
An excellent slang dictionary which you may like to refer to can be found here:
http://lipas.uwasa.fi/termino/collect/slang.html.

Use a High Level of Negotiation Skills to Encourage

Positive Outcomes
Identify Difficult Situations and Negotiate Solutions
using Collaborative Problem-Solving Techniques
Negotiation Skills
Things are not always plain sailing in business. There is likely to be problems develop
in the day-to-day running of any business, and knowing how best to deal with conflict
is an important part of any manager’s toolbox of skills. Essentially a conflict is a
situation where there is a difference of opinion about what needs to be done or about
what has occurred. You will often find that what one employee wants is not what
another wants, and from this builds conflict.
No one likes dealing with conflict, it is uncomfortable, difficult and exhausting – this
is particularly true when you have anger and resentment associated with the conflict.
But as a manager it is your role to know how to manage the conflict so that it becomes
less of an issue.
Conflict can be turned into a positive experience – but it can equally turn bad and
cause more and more problems over time. The speed at which you deal with the
conflict is a major criterion in determining just how the conflict will turn out.
Whenever a conflict occurs it is important not to try and sweep it under the carpet or
put it in the too hard basket. Delaying its resolution or simply ignoring it may make the
conflict worse or even lead to major problems that affect the organisation in a much
greater way than if it were nipped in the bud early.
Conflict resolution is all about negotiation – finding out what both parties want and
trying to come to a solution that makes both sides happy. In doing this, you have to
talk with the employees and show empathy for their plight. This can help you build
rapport and a positive solution to a conflict can help motivate those staff members
concerned.
The best type of conflict resolution attempts to end in a ‘win-win’ situation – this is
where both parties are able to agree on a solution that suits them. Trying to find this
point is quite difficult, especially when both parties want very different things. But
through negotiation and compromise, you can generally find a way to resolve conflict
in a way that at least partially satisfies both parties.
A ‘lose-lose’ situation is what you want to avoid. Here the solution resolves the
problem, but neither of the parties is happy. This will simply lead to further resentment
and bitterness among those concerned – two things which you want to eliminate from
any workplace.

When problems arise the most common thought you may have is to think “who caused
this” and once you know think “oh them, I knew they would be trouble”. We often can
see which people are likely to cause the most problems in an organisation. However,
conflict resolution should not be about the people, it should be about the problem.
Ignore the personalities involved and focus on what the disagreement is actually all
about. Avoid making people feel threatened, avoid the blame game and avoid making
people think they need to defend themselves.
A positive outcome for both parties is what you are attempting to find, and looking at
the people not the problem is a sure-fire way of making the problem worse.
Another method to deal with difficult situations is collaborative problem solving. There
are specific steps to be taken.
Model for Collaborative Problem Solving
1. Share Perspectives: Attempt to communicate in order to gain a perspective of

what the other party is feeling, wanting or needing from a given situation.
2. Define the Issues: Exactly what needs to be discussed or resolved?

3. Identify the Interests: Discuss beyond what you have agreed on, and attempt
to determine what everyone really wants or needs to happen in order for the
problem to be resolved. This establishes somewhere to start the problem solving
from.
4. Generate Options: Working with each other, attempt to find as many ideas
that could be used to resolve the issue as possible. Look at the problem from
different angles and generate a wide range of solutions which may be useful.
5. Develop a Fair or Objective way to decide: Agree on the method that is used
to select which of the given solutions should be implemented to resolve the
issue.
6. Agree on a solution.
Always remember to use best negotiation skills:
• Assertiveness
Assertiveness is a skill regularly referred to in social and communication skills

training. Being assertive means being able to stand up for your own or other
people’s rights in a calm and positive way, without being either aggressive, or
passively accepting ‘wrong’.
• Bargaining
This is an agreement between parties settling what each shall give and take or
perform and receive in a transaction.
• Collaboration
This is the action of working with someone to produce something.

• Confidence Building
Confidence-Building Measures (CBMs) or confidence and security-building

measures are actions taken to reduce fear of attack by both (or more) parties in
a situation of tension with or without physical conflict.
• Conflict Resolution
Conflict resolution is a way for two or more parties to find a peaceful solution
to a disagreement among them. The disagreement may be personal, financial,
political or emotional. When a dispute arises, often the best course of action is
negotiation to resolve the disagreement.
• Empathising
People often confuse the words empathy and sympathy. Empathy means ‘the
ability to understand and share the feelings of another’ (as in both authors have
the skill to make you feel empathy with their heroines), whereas sympathy means
‘feelings of pity and sorrow for someone else’s misfortune’ (as in they had great
sympathy for the flood victims).
• Offers and Counter Offers
Is an offer made in response to a previous offer by the other party during

negotiations for a final contract. Making a counter offer automatically rejects the
prior offer, and requires an acceptance under the terms of the counter offer or
there is no contract.
For example, Susan Seller offers to sell her house for $450,000, to be paid
in 60 days; Bruce Buyer receives the offer and gives Seller a counter offer of
$440,000, payable in 45 days.
The original offer is dead, despite the shorter time forpayment since the price is
lower.
The Seller then can choose to accept at $440,000, counter again at some
compromise price, reject the counter offer, or let it expire.
• Solution Designing
Solution Designers examine the business requirements and then define how
the IT solution would address those requirements. This would normally be done
through means of a Solution Design document. Solution Designers would tend
to work closely with Business Analysts and/or Process Analysts during a project
to flesh things out prior to the development of the solution (and perhaps during
development and testing if there are gaps or bugs).
• Stress Management
Stress management refers to the wide spectrum of techniques and psychotherapies

aimed at controlling a person’s levels of stress, especially chronic stress, usually
for the purpose of improving everyday functioning.

Common Ground
We mentioned this term previously, and it is something which can really make
networking easier – especially when working with people you have never met before.
This is something that you have in common and use as a starting point for your
discussion. Maybe you both:
• Like playing poker
• Started working at the same organisation
• Went to the same school
• Volunteer for different organisations
• Holiday in the same place
• Like to spend time meditating.
Whatever the common ground is, it is important that you use this to your advantage.
Personal disclosures are often a very important way of building up a strong relationship
– as they make you seem like a real person and someone that a relationship could
potentially be built with.
Seek Specialist Advice in the Development of

Contacts Where Appropriate
Seeking Assistance
Finally, let’s end this section by examining what to do when you are unsure. Networking
can be difficult, particularly if you are new to the area or new to business in general.
It can be intimidating to go out there and try and build contacts. However, you are
never alone. Your managers and supervisors are the best place to seek help. They
have ‘been there, done that’ so know the best ways to build contacts. If you are really
struggling, there are some organisations that can help, as well as life coaches who
can work through the entire contact building process with you.

Activity Two
Once again move around the room practicing your networking skills with those with
whom you are less familiar. Take note of what works well for you, what impresses you
about others and how much you remember from each.
Reconvene as a group and discuss your findings.
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• In our increasingly fast-paced society and business climate, it’s
important to take your time to get to know your referral sources and
cultivate long-lasting and mutually profitable relationships.
• By focusing your efforts like a laser beam, you’ll fine-tune your

networking message and increase your results.
• It’s equally important to start thinking the right way to make your
networking efforts as successful and dynamic as they can be.
• Networking in today’s market takes finesse and knowledge of the culture

in which you’re networking.
• Your personal behaviour should always reflect the best for your
organisation – in dress, speech and actions!
• The aim of negotiation is to explore the situation, and to find a solution

that is acceptable to both people.
• Alongside finding common ground, is personal disclosure – offering

something about yourself that isn’t necessarily obvious.


True False
Q Teaching others what kinds of referrals you’re looking for is not too smart
– they may take your contacts.
Q By focusing your efforts like a laser beam, you’ll fine-tune your networking
message and increase your results.
Q Don’t waste your time getting to know your referral sources – you only
need to use them once because you will have so many.
As much as we may want to stand out in the world and be uniquely

Q ourselves, it’s also quite reassuring to take note of the areas where we
are like other people.
Your personal behaviour should always reflect the best for your
Q organisation – in dress, speech and actions! You are perceived by others
as representing your organisation and the best image is necessary.
Q The aim of negotiation is to explore the situation, and to find a solution

that is acceptable to both people.
Q Exchanging business cards is not an essential part of most cultures.
You don’t need to reveal your deepest secrets or vulnerabilities, but most
Q of us do respond when someone makes that extra effort and gives us
something of themselves.
When networking and meeting others with whom you wish to pursue
Q word-of-mouth marketing, it’s crucial to understand the subtle, unspoken
dynamics of personal space in every culture.
Q With a passive approach, you simply give in to the other person’s wishes.
This is clearly good.

ELEMENT 3:
Promote the Relationship

3.1 Develop strategies to represent and promote the interests and requirements
of the relationship
3.2 Use appropriate presentation skills to communicate the goals and
objectives of the relationship
3.3 Effectively communicate issues, policies and practices of the relationship to
a range of audiences, in writing and verbally
3.4 Obtain feedback to identify and develop ways to improve promotional
activities within available opportunities.

Element 3: Promote the Relationship
Promote the Relationship
Develop Strategies to Represent and Promote the

Interests and Requirements of the Relationship
Use Appropriate Presentation Skills to Communicate
the Goals and Objectives of the Relationship
Effectively Communicate Issues, Policies and
Practices of the Relationship to a Range of Audiences,
in Writing and Verbally
Getting Down to Business
In this section, we are going to look at the processes associated with promoting
yourself – this is often done through formal and informal presentations. Whether a
formal one in front of a group of potential contacts or an informal discussion which
gives you an opportunity to get your message across without them really realising it.
In either case, delivering this information can be quite difficult. It is intimidating to
present to one person, let alone 100 people. So knowing the best way to deliver your
message to your potential contacts is critical to making that initial contact something
that will last in the minds of those you are talking with.
Let’s start by looking at how to present yourself:
• Begin the networking by getting their attention.
• Have some real energy – enthusiasm is infectious.
• Make sure you have a clear idea in your mind about what you want to say.
• Tie everything together – start at the start and work your way to a positive
conclusion.
• Make the presentation your own – don’t just spin a company line.
• Give out something during your networking. Your business card as an absolute
minimum.
• Make sure that you mention those individuals within your business whom the
contact may be aware of. Make your contacts known to them, so that they can
refer back to those people if need be.
• Use an appropriate amount of eye contact with those you are speaking to.
• Try to get the individuals to whom you are speaking excited about what it is that
you have to offer them. Make them think – why haven’t I heard of this person
before?
• Humour is a great icebreaker, but be careful with the type of humour you use.
• Leave them wanting to know you more.

• Know what you are talking about.
• But more importantly, know when to stop.
Before any networking event – make sure that you clarify in your mind:
• What you want to achieve.
• Who you want to speak to.
• What material you might need (business cards, brochures etc).
• And most importantly – study your topic very carefully. Know what you are talking
about – never get caught out not being able to answer a question!
The first stage in preparing yourself for these critical moments in your career is to
understand the people who will be at a networking event. Research who has been
invited, what organisations they belong to, what knowledge they may have about your
organisation, the general feeling about your organisation, their biases, their current
clients / suppliers and whether they have any vested interested in what you are able
to offer them.
In many cases, you will know everyone in your local business community reasonably
well – especially if you are meeting with a specific industry group. However, be careful
not to assume too much. You may find that there are new people or that a given
organisation is going to send someone different than normal. So always prepare – just
in case. It is always better to be safe than sorry, as the old adage goes.
If you know there are certain people attending from a given organisation that you want
to meet, take the initiative to know their organisation well. Look at:
• Current news related to their organisation
• Issues that they are known to be having
• What their overall strategies and plans are.
Often, surfing their website can be a quick and easy way of getting to grips with this
sort of information.
Now that you know what you want to achieve from a given presentation or networking
opportunity – take the time to write out a statement of your overall objectives, so that
you know intimately what it is that you intend to accomplish and exactly what it is you
feel your audience will want from you.
• Do you want them to just get information about your organisation?
• Do you want to make a sale?
• Do you want to sell yourself?
• Is this a way to get a new job offer?

Keep It Brief
Networking opportunities are often fleeting, which is why being brief and knowing what
you want to say is so important. When considering how to make your message brief:
1. Summarise your key points down as much as you possibly can.

You can always expand if you need to. But, if you say too much and don’t get
through everything – you have wasted this key opportunity. Always ask yourself,
how can I say this with less words. You want to speak at a natural speed, but
summarise your key points down and down and down as much as you possibly
can. The more that you speak, the longer you take to get to your point, the lesser
the impact it is expected to have. If you can speak 20 words to say something or
200, the 20 words will have more impact in the long run. When trying to evaluate
what you are saying, consider whether you have answered – Who, What, When,
Where and Why. If something that you have prepared isn’t related to answering
these questions it can safely be left out of the presentation.
2. “Less is better than more.”

Three simple words that say so much. ‘Less is more’ could be expanded to ‘the
less that you say, the greater the impact that you have on the person listening’.
Impact wise – those three words are greater. Get rid of any phrases that you
tend to say that could be considered fillers…
• Let me be frank
• All things considered
• You know what.
Phrases like this add nothing to what you are saying – and just serve to frustrate
those listening to you. Speak in short sentences, pick your words carefully and
make sure everything you say has an actual impact on the listener.
3. Know the length of your speech by practising it.

Never be surprised by the length of your speech. Never say to an audience, “I’m
running out of time, so I must hurry along.” You should know because of your
preparation and practice of the speech. To go one step further, if you know the
time limit on your speech is 20 minutes, stop a minute short; don’t go overtime.
Audiences will appreciate your respect of their time and will think more highly of
you as a speaker because of that. You should never be surprised by how long
it takes you to deliver a speech.
4. Think about dividing your time up into given segments – each of which
you can carefully plan.
Let’s assume you think you will get five minutes with a key contact.
• Spend 30 seconds introducing yourself and your organisation
• 30 seconds trying to gain some common interest

• One minute discussing your organisation and their goals
• Two minutes making your key points
• One minute making a call to action.
You now know that you can develop a strategy for each of the five segments
and just work through them all in sequence, knowing that you will safely have
time to cover everything that you want to say.
Evaluation
We will now look at the process of trying to evaluate everything that you have done in
order to determine how successful your overall networking processes were.
Everything you do in business requires you to get feedback in order to really understand
just how well you did. You can try to accomplish something, but unless you actually
know whether your achieved it or not, you will not be able to say for certain just how
successful you actually were.
Feedback is about knowing whether you:
• Gave accurate information

• Gave information that benefitted your organisation
• You had an impact on the listener
• Where improvements could be made to make your pitch better next time around.
You may like to ensure that you have others around you to give you feedback on your
efforts before you begin. Network with them and see how they react and then spend
the time asking them for feedback. If they know you want feedback, many people are
very happy to offer it.
Think to yourself whether your specific manner of delivery was appropriate given the
specific needs of the end user and the expectations that they had regarding what you
were doing. Look at those who came to you and compare your efforts with theirs.
Precision Group (Australia) prides itself on the quality of this product. If you believe
that you have received an inferior quality or photocopied book, please contact our
office on +61 7 3351 6336, info@precisiongroup.com.au, or send the book with
your full name, phone number and return address to PO Box 323, FERNY HILL DC,
QLD 4055, and we will despatch a new copy the next working day.

Obtain Feedback to Identify and Develop Ways To

Improve Promotional Activities Within Available
Opportunities
Feedback
Evaluation is about getting appropriate feedback. This feedback is what you should use
to get your presentation skills right. Always treat feedback as positive and constructive.
Ensure that you do not get defensive when you are receiving feedback, rather treat it
as something designed to let you know just how well you communicated your specific
message when you were conducting your networking sessions. Feedback is not about
destroying your efforts, rather it is aimed at reinforcing what you do well and making
you aware of any area where there could be improvement.
“Informal
conversation is
probably the oldest
mechanism by
which opinions
on products
and brands
are developed,
expressed, and
spread.”
Johan Arndt

Obtaining Feedback
Feedback can come from many sources. You may consider asking:
• Friends
• Family
• Co-workers
• Supervisors
• Managers
• Trainers
• Clients or customers.
However, always be careful with the people you decide to ask for feedback. Some
individuals may not be honest with you for fear of hurting your feelings. Others may
not know just how to give feedback because they are not aware of the professional
skills that are required to actually provide feedback beyond saying “that was great!”
The feedback you are looking for will tell you whether your information was:
• Accurate and sufficient
• Appropriate to the audience
• Beneficial to the organisation
• The message had impact
• You were able to effectively liaise with your networks
• You invited the participation of competitors
• Effectively used the media.
You may be able to find professional feedback from a group such as toastmasters or
from coaches or trainers within your organisation – people who know what skills are
required and who are fully aware of how to give positive feedback to you.
The skills associated with networking are often something that does not come naturally
to many people. Unless you are someone who loves to socalise, the whole notion of
networking can seem more like a form of torture to many people. Being shy is natural
and something that must be overcome if you are able to promote yourself and your
organisation through networking.
A key success in speaking is not to just have something worthwhile to say, but
also saying it briefly.
You need to follow the speaking axiom, “Have a powerful, captivating opening
and a strong, memorable close, and put the two of them as close together as
possible.”

Notes

Activity Three
This time choose a topic, write the objectives and use this opportunity to move around
the room again investing five minutes networking with an individual and then move to
another and start again.
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• Listeners have better access to information, audiences expect more
content from speakers today.
• Having a clearly defined set of objectives helps a speaker determine the

kind of speech they should prepare (to inform, persuade or entertain),
create an appealing title, organise your material and select appropriate
props and visual aids.
• There are two distinct phases to formulating objectives. First, you must
understand your audience.
• The second phase of formulating your speech objectives is to use the

facts you have gathered about your audience to write out an objective
statement which clearly states what you intend to accomplish in a way
that both you and your audience will identify with.
• Often a well selected handout significantly enriches a presentation either

by setting the tone, creating a surprise or providing visual humour.
• Determine what you, other decision makers and stakeholders want the
evaluation process to do and how evaluation fits into your plan.
• Feedback will help you find and achieve the balance.


True False
Q Because listeners have better access to information, audiences expect

more content from speakers today.
Q Begin by listing facts and figures.
Q Knowing your objectives is essential for effectively publicising your

presentation.
Q Feedback will not help you find and achieve the balance.
Q Often a well selected handout significantly enriches a presentation either

by setting the tone, creating a surprise or providing visual humour.
Determine what you, other decision makers and stakeholders want the
Q evaluation process to do and how evaluation fits into your knowledge
management plan.
Q Criticism is censorious in nature, often discrediting the person as well as

their effort.
Q Everyone loves networking.
Going to the kind of social events we’re expected to attend in order to

Q develop business can feel like one of those things that other people know
more about than we do.
Q Many people prefer to ask colleagues, friends or family members for input
on speeches they are about to give.

Summary
“Though no one “The can go

world
back and make
rewards a new those
start, anyone can start
who take
from now and make a
responsibility
new ending.” forCarltheir
Bard
own
success.”
Curt Gerrish
At the end of the last section of this manual we mentioned that people often hate
the whole idea of networking. For many people it is something that simply does not
come naturally. Networking is all about interacting with individuals in a social situation
in order to promote you and your organisation to contacts around you. You need to
become more at ease with these social business situations in order to become a more
effective networker.
In this manual we have looked at networking from a number of points of view. Let’s
look at some of the ways that you can become a more effective networker:
• Know who you want to network with

• Work on strengthening your skills
• Prepare for any occasion where you may need to network
• Ensure that you have strong communication skills
• Don’t forget the importance of manners
• Know your audience, particularly when dealing with different cultures.
Networking is something that can be worked on. If you have trouble initially, ask
people for feedback and work on those areas you find difficult.

Bibliography
These are some books that we feel may be of assistance to you in completing the
Assessment for this unit of competency. Your local library may hold these publications.
The Networking Survival Guide: Get the Success You Want By Tapping Into the People You Know by Diane Darling
Little Black Book of Connections: 6.5 Assets for Networking Your Way to Rich Relationships by Jeffrey Gitomer
Networking For Dummies, 7th Edition by Doug Lowe
Masters of Networking by Ivan R. Misner and Don Morgan
Guide to Networking Essentials by Greg Tomsho


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2 BSBREL401 Establish Networks

31 BSBREL401/03 Promote the Relationship

BSBREL401 Establish Networks

About the Business Services Industry

BSBREL401 Establish Networks

Delivery and Assessment of Qualifications

Qualification Training Pathways

Australian Core Skills Framework (ACSF)

4 BSBREL401 Establish Networks

This manual is broken up into three Elements. They are:

2. Establish and Maintain Business Relationships: Next we will look at some of

BSBREL401 Establish Networks

6 BSBREL401 Establish Networks

Performance Criteria Element 1

BSBREL401 Establish Networks

Develop and Maintain Business Networks

Use appropriate Network Strategies to Establish and

Networking is the process of intentionally meeting people, making contacts, and

We can think of networking as investing in the future. The intention is to develop

The purpose of organisational policies, procedures, processes and systems are to

8 BSBREL401 Establish Networks

BSBREL401 Establish Networks

Identify and Pursue Network Opportunities to

Finding Networking Opportunities

• Become involved in those organisations or activities.

10 BSBREL401 Establish Networks

Identifying networking organisations in your location is also a very profitable pursuit

• Local industry organisations

• Local chambers of commerce

• Local business associations

• National business associations

• Local groups for women in business.

The most obvious starting point to establish a network is to become a member of

• Project specific ad hoc consultative/reference groups

• Local inter-agency groups.

BSBREL401 Establish Networks

Membership will lead to invitations to conferences, seminars and meetings – all

Many organisations recognise the importance of such affiliations through payment of

12 BSBREL401 Establish Networks

BSBREL401 Establish Networks

Key Points Element 1

• The intention is to develop knowledge about each other and enough

• A variety of organisations exist that are dedicated to providing business

• The basic concept in all formal networking organisations is that

• Within your own organisation, information regarding new contacts may

14 BSBREL401 Establish Networks

Element 1 – ‘True’ or ‘False’ Quiz

A variety of organisations exist that are dedicated to providing business

Sharing a beneficial contact for colleagues with another individual or

Q Forming a close relationship with a client might jeopardise the job.

Networking groups, from nationwide organisations to single-chapter local

Q We can think of networking as investing in the future.

Q Within your own organisation, information regarding new contacts should

Q Referrals, which are particularly important in growing a business, take

Q There is no networking etiquette so anything goes.