Do You Know Your Objectives in Networking?

Networking is Much More Than Socializing

Casual networkers view networking as a form of socializing without focus and without goals. Effective networkers view it as a process of relationship building with very clear goals and objectives.

Business networking, like any other business activity, must be a productive use of time. To maximize your networking effectiveness, you should therefore clearly define your goals and objectives.

Following are some of the most common objectives for business networkers:

Broaden your exposure in the marketplace and create a positive impression on as many people in your business community as possible.

Identify those who might be prospects for your products or services

Build relationships with those who offer products or services that might be of value to you or your clients.

Build relationships with those who might become referral or strategic partners.

Build relationships with those who are influential in your business community.

Build relationships with those who can further your career.

Build relationships with those who might provide business counsel or become advisors or mentors.

Those with whom you network are experts in their fields. They can answer questions about their area of specialization, share their business experience and knowledge, and may in some instances become mentors. No one can know all there is to know about business and the advice of others can at times be extremely valuable. Networking at trade association expos and conferences will allow you to meet executives from other companies who might some day be your employer or be able to recommend you for an opening they have heard about. Earning the respect of those in your local community can lead to offers when positions become available. We have all heard the idiom: “It is not what you know, it is who you know that counts.” Building relationships with the most influential members of your business community is a key to your success.

Referral partners are individuals who are able and willing to send you referrals in exchange for your help sending referrals to them. To find them at a networking event, you must have carefully thought through who the best referral partners for you might be. You must also have a strategy for turning a casual meeting into an opportunity to develop the relationship. As a business person you and the firm for which you work have needs for a wide variety of products and services. Networking is an effective way of meeting those who provide these products and services in your local community. Your customers also need a variety of products or services for business and personal use. If you can direct them to reputable providers of those services, you will be more valued as a resource and their loyalty will be enhanced. Keeping your client’s needs in mind as you meet others at networking events, should be a habit you develop.

Most view this as the primary objective of networking. To identify prospects and create sales opportunities, you must be prepared to describe your business and its benefits clearly and succinctly. You must also be ready to qualify “suspects” and, if necessary, present your Unique Selling Proposition. The goal of an initial networking contact is not to close a deal, it is to create a follow up opportunity. Networking is an extremely effective way of creating awareness in your business community. For many start up companies, it is the only form of marketing that can be afforded. Fortunately, networking can also be the most effective form of marketing available.

Most business professionals view networking as a means of marketing their business, but overlook some of the other objectives that may be equally or even more important. Too much emphasis on selling at networking events can leave a negative impression. If you want to make a positive impression, make sure the discussion centers on them, not you.

What goals and objectives have you set for your networking activities? Which are most important? How will you measure your success? Like any other business activity, you must approach your networking with goals and a plan to achieve them.

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How to Get Him to Care Again

When you've been with someone long enough, it's so easy to fall into the "we-are-too-comfortable" trap. It's simply inevitable. While there is nothing wrong with being comfortable with your partner, sometimes we forget that in order for a relationship to keep growing, we have to keep working hard. You start the relationship with passion, your man can not stand being away from you but now you're lucky if he does not forget your birthday or your anniversary. Everything seems to be too familiar. It's not that you do not love each other anymore; It's just that every relationship goes through this phase. Are there any ways on how to get him to care again?

You know that the honeymoon is over if you see him coming to bed in his super old unflattering boxers and you really do not care about taking a shower at night anymore. You do not find yourself making the effort to look good because you do not think it still matters to your partner how you present yourself. If you want your man to look at you the same way he did when you first started dating, you have to get out of your comfort zone. Do some things that he would not expect you to do. If you've never watched a basketball game together and he's been begging you to go to the games, book season tickets. This will make him very happy and he will certainly appreciate the gesture.

Take a trip down memory lane and figure out how your man fell in love with you. Do the same things you did when you first met him. Get him a token that will remind him of the first time you met or the first time you went out. It could have been a copy of the movie you saw or a box of the same chocolates he sent you when he was still pursuing you. You can also surprise him with an intimate dinner at your favorite restaurant when you first started dating. Be creative and romantic. If he cares about you, he would want to reciprocate. Thank him and tell him you appreciate everything he does for you. Acknowledge his efforts no matter how small they are.

If you want your boyfriend or husband to care for you again, make him feel that your feelings have not changed and you still love him the same way you did years ago, if not more. Show him that you are still the same woman he fell in love with, even better. Ask yourself what your partner loved most about you and maybe you can do something to remind him of that. Whether it's your sense of humor, sunny disposition or careful attitude that drawn him to you, it will not hurt if he gets to see these qualities again. Make your partner feel special by doing nice things for him. Leave some sweet notes in his car like "I can not wait to see you tonight" or "I'm the luckiest woman alive because I have you". Sometimes as simple as "I love you" will do the trick. Do not ever stop telling each other "I love you".

When it comes to how to get him to care again, you have to keep thinking of ways on how to keep the fire burning. No matter how busy you are, make it a point that you have an "alone time" together. Set aside time for him and have a date night every week. Do not take each other for granted and if possible, make your partner feel special every single day. Prepare a romantic dinner for two and cook all his favorite meals. Plan an exciting getaway that will allow you to try new things. Whatever it is that you have to do to entrust the magic, do it!

Benefits of Leisure and Recreation

Although it may not seem so, in reality, Leisure and Recreation is the largest industry in the world. The benefits of leisure and recreation as an important part of life are easy to see. As an industry, it offers a variety of related employment and creates billions of dollars in revenue. Workers in parks and recreation, community agencies, sports agencies, youth development organizations, non-profit organizations, rehab and hospital agencies, the travel and entertainment industries all utilize and benefit from parks and recreation facilities world-wide. Additional benefits of leisure and recreation include environmental improvements from expanding green spaces, health benefits, and personal satisfaction benefits.

There are many civic benefits of leisure and recreation activities. Sports and youth activities offer leadership development for adults and children. Strong communities are built as parks become a hub of community life. Benefits extend to all ages, childhood, youth, young adults, families, and seniors. Both care for environment and wellness through green spaces are enhanced by beauty. This same beauty helps combat stress through the opportunity for mild exercise and mediation upon natural beauty. Wilderness experiences are available in some locations.

For personal benefits, leisure activities may include:








Family Bonding

Physical benefits include increased lung capacity from sports participation, plus reducing serum cholesterol and hypertension, increasing bone mass, strengthening the spine, reducing disease, increase in feelings of well being, reduction in stress hormones, improved attitudes and performances, and improved social skills. For childhood development, recreational areas assist in learning, can keep kids off the streets, and enhance their confidence. Studies confirm that physical activity can aid the learning process in children. Sports activities enhance large motor skill development and social skills. Adult leaders offer positive role models to children. Group sports are well known for promoting social support, networking, and developing friendships.

As if all the above is not enough to encourage support of leisure and recreational activities, consider the following additional benefits:

Stress management – the mild stress of leisure activity can reduce overall negative stress by contributing to relaxation.

Self esteem – especially in children and seniors, mild exercise, group activities, and hobbies and crafts will help create positive self images.

Positive lifestyle development – contributing to society, social interaction, development of leaders, being part of organized sports all encourage good lifetime activities.

Personal satisfaction – any creative outlet will enhance personal satisfaction. Being part of the leadership offers self satisfaction, and those who work in the recreational areas can feel the pride in keeping these areas vital and available to others.

Quality of life – fresh air, sunshine, social interaction, health benefits and self esteem all will improve quality of life.

Preventative health – regular exercise, physiological benefits from mild exercise, and stress reduction all are made easier by having leisure and recreational activities readily available.

Since the future seems to be headed for a shorter work week and more extra time, support of leisure and recreational outlets and locations would be prudent, and benefit all involved.

Management and Financial Accounting

Accounting is usually seen as having two distinct strands, Management and Financial accounting. Management accounting, which seeks to meet the needs of managers and Financial accounting, which seeks to meet the accounting needs of all of the other users. The differences between the two types of accounting reflect the different user groups that they address. Briefly, the major differences are as follows:

  • Nature of the reports produced. Financial accounting reports tend to be general purpose. That is, they contain financial information that will be useful for a broad range of users and decisions rather than being specifically designed for the needs of a particular group or set of decisions. Management accounting reports, on the other hand, are often for a specific purpose. They are designed either with a particular decision in mind or for a particular manager.
  • Level of detail. Financial reports provide users with a broad overview of the performance and position of the business for a period. As a result, information is aggregated and detail is often lost. Management accounting reports, however, often provide managers with considerable detail to help them with a particular operational decision.
  • Regulations. Financial reports, for many businesses, are subject to accounting regulations that try to ensure they are produced with standard content and in a standard format. Law and accounting rule setters impose these regulations. Since management accounting reports are for internal use only, there are no regulations from external sources concerning the form and content of the reports. They can be designed to meet the needs of particular managers.
  • Reporting interval. For most businesses, financial accounting reports are produced on an annual basis, though many large businesses produce half-yearly reports and a few produce quarterly ones. Management accounting reports may be produced as frequently as required by managers. In many businesses, managers are provided with certain reports on a monthly, weekly or even daily basis, which allows them to check progress frequently. In addition, special-purpose reports will be prepared when required (for example, to evaluate a proposal to purchase a piece of machinery).
  • Time horizon. Financial reports reflect the performance and position of the business for the past period. In essence, they are backward looking. Management accounting reports, on the other hand, often provide information concerning future performance as well as past performance. It is an oversimplification, however, to suggest that financial accounting reports never incorporate expectations concerning the future. Occasionally, businesses will release projected information to other users in an attempt to raise capital or to fight off unwanted takeover bids.
  • Range and quality of information. Financial accounting reports concentrate on information that can be quantified in monetary terms. Management accounting also produces such reports, but is also more likely to produce reports that contain information of a non-financial nature such as measures of physical quantities of inventories (stocks) and output. Financial accounting places greater emphasis on the use of objective, verifiable evidence when preparing reports. Management accounting reports may use information that is less objective and verifiable, but they provide managers with the information they need.

We can see from this that management accounting is less constrained than financial accounting. It may draw on a variety of sources and use information that has varying degrees of reliability. The only real test to be applied when assessing the value of the information produced for managers is whether or not it improves the quality of the decisions made.

The distinction between the two areas reflects, to some extent, the differences in access to financial information. Managers have much more control over the form and content of information they receive. Other users have to rely on what managers are prepared to provide or what the financial reporting regulations state must be provided. Though the scope of financial accounting reports has increased over time, fears concerning loss of competitive advantage and user ignorance concerning the reliability of forecast data have led businesses to resist providing other users with the detailed and wide-ranging information that is available to managers.