we can only then give energy to windmills that are physically connected to us on a grid—windmills that are close in proximity. More recently, we have developed the ability to travel to each other’s windmills via the Internet. Moreover, we have the ability to hear each other’s windmills on the end of a phone line. Some windmills may have moved to other locations; however, modern communication now affords us the luxury of continuing our relationship with a previously close-by physical connection. Because all of these relationships began from a relationship of physical proximity, these are examples of a traditional “physical” network.
Power plants not only generate electricity for local customers; they also pass electricity along a grid, providing electricity to someone far away—someone who is not even within driving distance of the plant. If our local plants go over capacity or there is a breakdown in the power line, electricity can be moved through the power grid; you can then get your energy from a “virtual,” or far-away power source. Once we begin to trust and rely on the grid—those far away sources of energy, or windmills—we can start to understand the power of a virtual network.
All windmills are connected to the power grid in some way. Think of the Internet as a type of power grid, connecting all of us through its network of servers, hubs, and routers. You can see that we are all windmills who are connected to each other, though we may not even realize it. Social media like LinkedIn makes it easy for us to “find” each other on this large grid that we share through its embedded functionality.
While reading this book, I ask you to take a leap of faith. Leap from this old, traditional world of windmills—where connections were only made within a present or one-time local relationship—to the virtual grid of today.
You do not have to have a close physical connection with a windmill to both give and receive its energy.
There obviously needs to be some sort of connection; you have to know how you want to help each other generate electricity. There has to be some synergy, even if it simply means that two parties want to help each other. This is where LinkedIn steps in to help foster this process.
LinkedIn provides users with a growing map of the power grid. This map includes profile information that will guide users to far-away windmills that may share common interests. So how do you connect on the power grid with these far away windmills? LinkedIn gives you the tools to do so.
You must have a purpose or objective when using LinkedIn; without a plan, LinkedIn may not provide much value. In order to devise this plan, you need to understand yourself and what your windmill strategy is. To the many people who ask me “How can I use LinkedIn better?” I always answer, “What is your objective?”
As you start reading this book, think of your own windmill and what objective you have when connecting with other windmills. Once you have defined your objective for using LinkedIn, your success with this site will come soon thereafter.
I will go one step further in this book; I will ask you to define your LinkedIn Brand. This starts with defining your LinkedIn Objective. I will provide the tools you need to then implement your strategy through a branded approach.
Until the appearance of LinkedIn and other social networking sites, it was almost impossible to Windmill Network with others that lived far away. Meeting someone in person will always bring your relationship to a brand new level; meeting face to face is ideal. Think of Windmill Networking with virtual connections as supplementing your existing physical network.
Most of us are still very new to social networking and LinkedIn, as many of LinkedIn’s members joined within the last two years. If you are new to LinkedIn, you may be apprehensive about meeting someone you have become virtually connected with in person. As one of my LinkedIn connections put it, some of you may have a natural defense mechanism that kicks in, telling you to think things over before continuing any conversation with a stranger.
If you have experienced this feeling, the fact that you bought and are reading this book proves that you want to overcome this fear.
I too have experienced this uneasy feeling. I remember feeling afraid to go to any meeting that had the word "networking" attached to it. I just didn't think they were for me. So how did I overcome this fear?
Well, I used to be afraid of flying. I'd get sweaty palms while on the runway. I clearly remember my nerves slowly beginning to take over every time we approached the runway for takeoff. But then I remember coming to an important realization: if it wasn't for the airplane, I would never have the chance to meet so many amazing people—especially my Japanese wife! My father always said he was envious of my generation in that we could easily travel the world at an early age because of modern aviation. I overcame my fear of flying by focusing on the positives that modern aviation has brought into my life. I would have never had the enlightening experiences I have had if it weren’t for this amazing technological advance.
To me, meeting people via LinkedIn is a similar type of technological advance. With so many benefits, it is simply counter productive to fear Windmill Networking. There are countless benefits to reap from proactive virtual networking in addition to meeting with people. It is wise to always be Windmill Networking; Dig Your Well Before You’re Thirsty! The longer you are plugged in and are developing new relationships, the more the other windmills will spin in your favor.
Where Does Windmill Networking Fit In?
Before delving into specifics regarding LinkedIn, I want to ensure that you firmly grasp the concept of Windmill Networking. In this section, we will review some common social networking concepts; we will then examine what a unique strategy Windmill Networking really is in relation to these approaches.
Windmill Networking is understanding the unique value of creating and utilizing a virtual network through Web 2.0 social networking sites such as, but not limited to, LinkedIn; Windmill Networkers build up a sometimes virtual Trusted Network of Advisors to contact for help when necessary, while helping others in their network with a Pay It Forward attitude.
A virtual network is a network through which you are connected not by physical means but by virtual means. This connection can be made through the Internet; more specifically, the connection is made through a social networking site such as LinkedIn. Scott Allen and David Teten’s book The Virtual Handshake takes a revolutionary look at how one can develop and close business deals online. I take this notion of a virtual network to be utilized for anything you would use a personal network for. Your objective for Windmill Networking can be anything you want it to be.
Your Trusted Network of Advisors are those people you contact when you need advice, whether it be personal or professional in nature, regarding a specific subject matter in which you do not possess expertise. For example, you could have a friend who is a handyman who always gives you free advice, eliminating the need to hire a costly service provider. Creating a large and
diverse virtual network ensures that someone who could potentially become part of your Trusted Network of Advisors is only an email or phone call away. One of the benefits of Windmill Networking is facilitating your creation of your own virtual but truly diverse Trusted Network of Advisors.
Pay It Forward is the name of a novel by Catherine Ryan Hyde that describes how a 12-year old, as part of an extra-credit assignment for school, tries to change the world through positive action. Upon doing a good deed for someone, the 12-year old then asks them to “Pay It Forward” by doing good deeds for someone else in return. In terms of social networking, this means first doing something for someone in your network without asking for anything in return. People do not forget
