Expert Advice On Business Networking And Tips On Developing Your Networking Skills

Interview with Adam J Kovitz of

Adam J Kovitz, CEO and Editor-in-Chief at The National NetWorker – a resource for NetWorking information, celebrating the lives of those individuals who rely upon NetWorking as a way of life as well as the quality organizations that support them by providing effective and profitable NetWorking environments.

Josh: How do you define Business Networking and why do you feel it is important?

Adam J Kovitz: Business NetWorking, like computer networking, is the flow of information between two or more nodes.

In computer networking, the nodes are servers with hard drives, storing information and instructions. In business NetWorking, the nodes are people (the most sophisticated computers we know of); we, too, store information and instructions.

Information is shared between more than one person and is typically used for the following:

1.) Passing and receiving referrals
2.) Expanding one’s own NetWork
3.) Disseminating and receiving knowledge
4.) Finding talent
5.) Finding work
6.) Establishing credibility

Under the old, outdated regime of competition, there could only be one winner. Business NetWorking is important because it demonstrates that our old paradigms of competition are no longer valid in a constantly evolving, global marketplace.

Business NetWorking is a team sport that (when done correctly) shows that no one wins unless EVERYONE WINS. When everyone wins, we go to work happy, we are free of ego, we are fulfilled. The biggest tragedies we must face are only minor setbacks and opportunities to learn and improve.

Josh: Can you share one or two ideas that someone could put into practice that would help them to improve their business networking skills?

Adam J Kovitz: Know Your Business – as the saying goes, “most people don’t plan to fail… they fail to plan”. When we know our business, we can position ourselves to help more people, more often.

The way to understand our business is to take the time to plan and regularly review our progress against our plan. This involves understanding who we are, how we make decisions, identifying and understanding the markets we will serve, understanding our “competition”, understanding how local, regional, national and global trends will affect our business, knowing our internal structure and resources, critically looking at what make us both good and not-so-good and how to leverage both to our advantage.

When we know all these things, we can plan our actions in a more directed fashion such that we are acting in a way that is both true to the design/model/intent as well as acting such that logical and sequential forward process is possible and measurable. Successful companies measure their own success, which drives performance.

-You can reach Adam J Kovitz at