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Making the effort to connect people whose relationship may be mutually beneficial is a networking habit that demonstrates to members of our network that we hold them in high regard.  Almost like match-making – when we meet someone who appears to have parallel interests with someone else in our network – we can check with them to determine if they have interest in the connection, then make the introduction.  Although nothing may ever come of the introduction we have complimented both through our effort.

When a colleague makes an introduction on our behalf it’s important we acknowledge that compliment by following up on the introduction.

I’m reminded of an accomplished executive who I added to my team on a consulting engagement.   She had a deep background as a subject matter expert in a specific field.  As I got to know her I recognized it was important to her financially to be selected for additional engagements.

With her permission, I introduced her to two former colleagues of mine.  One owns her own firm and often has work she outsources.  The other is a highly sought after consultant who is often in the position to refer subject matter experts.

I received notes from both my colleagues thanking me for the introduction but, to date, have never received any feedback about subsequent calls that took place.

The learning for me was I could have been any of the parties involved in this scenario.  In this case I made the introduction.  I’ve been the person who was introduced and the person to whom someone was introduced.

I could be left with the feeling that I wasted my time; however, making the introduction gave me the opportunity to reconnect with two colleagues I admire.  It also reminded me how important it is to acknowledge the effort when someone makes an introduction on my behalf.

There may come a day when we need to contact that person, or someone else in our network, because we’re looking for a referral, a reference, or an introduction.  If we’ve established ourselves as someone who refers, provides references and makes introductions; and, who acknowledges our colleagues when we’re referred, when a reference is provided on our behalf, or when we’re introduced, we’ll be less reticent to ask for one when we need it and more likely to be the recipient of the support we need to be successful.

Leah Ward-Lee is a management consultant and business writer based in Dallas, Texas and the author of $1,000 Start-Ups.  Her next book, The Executive’s Toolbox, will be released in 2017.