Networking is essential to become successful in public relations, says Diwakar Sharma. One better way is to schmooze; it can get you ahead

Ontario: Danny is a veteran schmoozer who knows just everybody in the city. This was his schedule on a recent workday:

• Breakfast at Four Seasons
• A fundraiser at noon
• Back to board meetings
  
• Phone session with a client
  
• Movie at 9 pm.

Danny, the 35-year-old founder of Persona Communications in Delhi, is definitely not among the networked challenged. He rarely misses a party or social engagement, and has been known to stop at three or more in a single evening. He sends out dozens of thank-you notes monthly, never forgets birthdays, and is constantly adding to or updating his Casio organiser, gifted to him by his girlfriend.

"When I started my own company in 2000, I was just out every single night in any given week," recalls Danny. "That hasn't showed down that much. Why? Because people they know and socialise with. They're much more likely to feel at ease with someone they've broken bread with, had a drink with, or talked to at a party than a complete stranger."

Entrepreneurs are not the only ones who can gain from networking, say researchers. Then who? Employees who master the art of social engagement or schmooze, make more money, receive more stellar evaluations, and are apt to scale the corporate ladder faster than those who speak their minds or adhere to a particular set of values no matter what the situation.

Back when the rugged individualistic was more likely to win points for aggressive single-mindedness and a hard-driving competitive spirit, schmooze was a dirty word. Schmoozers were "apple polishers" and "brown nosers" - men and women who "sucked up to" the boss. We public relations people do tend to work on this sometimes, but people think we always dot that, which might be right to them, but not to us.

Today, however, the socially gifted (about 40 per cent of the general population) tends to be highly successful in a new economy, where teamwork, mobility and having ties that cross a variety of spectrums are more highly valued, most of the public relations and sales people agree to this.

When attending formal network meeting events with potential employers, Danny says, "you must know your distinctive competence, what you're good at and what you like to do. You must do your homework. If there is a company at the event that you would like to work for, you should know the business and learn something about the people who run it before you make contact."

Danny advises students not to drink and to avoid congregating at the bar. Instead, he tells them to strike up a conversation while at the banquet table because people waiting to be served are not in a hurry. A simple hello will do, he says, adding that one should never begin a conversation with "I".

"The best way to approach your target is to be introduced by someone s/he respects," Danny says. "This means doing the homework beforehand. Know who is going to be at the event so you can immediately establish rapport."

Not all high self-monitors are charismatic, but two of the best-known are: Bill Clinton and Ronald Reagan. "High self-monitoring often shows up among successful politicians and actors," notes Danny. "These people who change behaviours, their attitudes and expressions to suit the demands of a particular situation... public relations people call them chameleons. We ourselves are part of this culture, as we practice and believe in this."

By contrast, "low self-monitors," who represent 60 per cent of the overall population, tend to have strong beliefs, traits and opinions. They are also less likely to change their points of view. These are people who know what they want and are less likely to change or "go along to get along."

"They tend, however, not to pay much attention to what others want or to what the demands of situation are. They may speak up inappropriately, and they can be a pain in the neck. The chameleons listen more carefully, and they are more apt to adjust their own views and behaviours so as to get along," Danny says.

One draw back: high self-monitors are less likely to stay in a particular city with a particular company simply because of strong relationships or social ties. Low self-monitors tend to gravitate towards like-minded people and their commitments and ties run deep. They are less likely to give up relationships in order to move up and, if necessary, out to bigger and better things.

Management consultants have another name for the way people interact in and out of the workplace. They call it social capital. They maintain that the ability to build networks and friendship is a form of capital that can boost a firm's bottomline, especially if the schmoozing occurs after hours.

A lot of people go to networking events, but you really have to naturally enjoy meeting people for it to be successful. Successful networkers enjoy helping people. In fact, the giving aspect is the key: When you help others, it all comes back to you. Though Danny and his organisation are fake this illustration is worth for understanding as to how we can move ahead and work effectively despite facing many barriers to communication.

The writer is a public relations intern at Niagara College, Canada. He can be contacted at danny25@rediffmail.com