Productivity501 warns us to make sure that we don't waste hours figuring out how to do something that someone else can explain in 5 minutes.
He urges us to deliberately build relationships with people who have expertise in different areas than our own.
Offer to help them with your special knowledge, he says. Then they will want to reciprocate.
This author is telling you, essentially, to set up an informal barter network for information sharing. The problem is that it comes in the guise of a personal relationship or friendship which really doesn't exist.
This amounts to using people for practical purposes.
Many outgoing people can do it easily. And, indeed many don't mind taking advantage of people, plain and simple. But lots of people don't like doing this. And they can't always offer something in return.
Moreover, often, you need a lot of preliminary knowledge before the expert can tell you something in five minutes. And the only way she can help you is to do the job herself. Or spend an age explaining it to you.
1. Hint that you need help.
2. Show a bit of pain.
3. When the offer comes, say something like "I don't know. Are you sure
you can spare the time?" That shows you care about the donor. (haha)
4. Don't take too much.
5. Offer something in return when you can.
The Marketing Headhunter says: "A 1st degree LinkedIn connection asked me to forward an InMail from a competing recruiter to one of the best online retailing executives in my LinkedIn network. I refused."
Twitter transformed Laura Fitton from a housebound hausfrau to a fully-booked, jet-setting social media consultant. "All my work now comes from people I know through Twitter," she says, "All of it."
And, once starved for intellectual stimulation, she is now refreshed by her regular contact with stimulating people.
How does Ms Fitton use Twitter? She posts links to her blog postings and multi-media experiments on Seesmic, Qik, Utterz, YouTube, Blip.tv, TwitterGram and Flickr. These are all used to "send out little snippets" of her life. Some are business-related; most are personal. (When her car was robbed, Laura complained to the Twitosphere and was love bombed with support).
She does believe, however, that Twitter should be used for business. "You miss out massively," she says, "when you dismiss this stuff as new-fangled and faddish.... Find the people in your organization who are drawn to it, and give them a little space and encouragement to discover and play."
Laura believes that Twitter can be "a great vehicle for a brand extension if you are willing to produce feeds of cool, useful things." She also believes that Twitter should be a mainstay of internal communication in every department.
She believes that Twitter won't encourage the wasting of company time. It will merely take up some of the time that is already being wasted.
She does admit that it takes a while to connect with a critical mass of brilliant people but after that the "ROI can be extraordinary."
Laura's prediction: Within 4 years social networking will be as pervasive as email. Her management advice: "Hire smart people, give them conditions to succeed, and get out of their way."
Facebook allows a recruiter to tap into the network of good employees to find other people like them.
Soon, Facebook will allow you to send highly targeted recruiting ads to its members.
Facebook will not replace job boards. Job boards will pay the pay per click fees to lure people from Facebook into their databases where employers can see them. This is cheaper than having each employer do so herself.