There are three key steps in building a network, whether local, national or international.

Step one – Recognise and map out your current network.

Consider the theme and/ or goals of the networking activity and write down the contacts that you already have which might be relevant to that activity. Draw a spider diagram, with you in the middle. Show your current network (focus on named individuals). Cluster contacts within organisations or an appropriate category (e.g., colleagues, mentors, research establishments, social contacts). Be inclusive and wide-ranging and include weak and strong contacts.

Step Two – Extend the Map

A useful tool and one that you might want to make use of is Johnson & Scholes’ stakeholder mapping. They suggest the compilation of a ‘power-interest model’. Using a 2 x 2 matrix, map out those parties who you think at this stage hold some power or interest in the activity with which you involved.

Those with high power and high interest (Person X) you need to ensure is included in your network. Make sure they know what is going on and encourage their involvement. You can use the matrix to then identify those with high power, but low interest whose interest you might want to increase (Organisation R). You want to engage them in some capacity. How are you going to get in touch with them? Check out your current contacts who might have further contacts with others, thus extending your own network. Check the organisation’s website and find out more about them and key names. Ring them (preferably) and/or e-mail to ensure that they know of the initiative. Focus on mutual interests. Identify any ‘gatekeepers’ and work to get them on your side and to bring others with them.

Those with high interest, but low power (Person Y), you should easily be able to get involved. Power and influence can be shared and increased, through synergies brought about by the networking activity. Do not bother with those with low power and low interest (Person S), unless the scope of the activity changes.

Step three – activate the network!

The key here is communications. Engage the interest of partners through emphasising common goals and mutual benefits. Use personal networking skills (see next section) to ensure continuity of the network. Use energy to keep the network in motion. Ensure members of the network are aware of their roles and bring fresh energy to keep the project alive. The model advocated by Hastings is reproduced below: