This guide outlines 30 proven principles that will help you make the most of your networking membership. Whether you’re new to networking or looking to improve your results, these practical tips will help you build trust, gain visibility, and ultimately generate consistent business through your group.
Be consistent
Long-term attendance builds trust and familiarity.
When I first joined a business networking group, I assumed the occasional appearance would be enough to generate results. I quickly learned that wasn’t the case. In networking, consistency is not just encouraged — it’s expected. Showing up regularly is one of the most powerful ways to build trust, familiarity, and visibility within the group.
Attending every meeting, without fail, sends a clear message: I’m reliable. I’m committed. I take my business — and yours — seriously. This level of consistency creates the foundation on which trust is built. If people see me turning up every week, engaged and professional, they naturally start to view me as someone they can rely on. That’s the starting point for referrals. People refer business to those they trust.
The practical benefit of regular attendance is also familiarity. When members see and hear from me frequently, they become more comfortable with who I am, what I do, and how I help people. My 60-second introduction becomes more effective because it’s heard often. Members begin to recognise my name, associate it with a particular service or expertise, and feel confident introducing me to others. That kind of familiarity can’t be built in one or two visits — it takes time and consistency.
There’s also the matter of opportunities. Referrals and connections don’t always come when you expect them. Sometimes a member might only realise they know someone who needs your services weeks or even months after you’ve met them. If you’ve stopped attending by that point, that opportunity is lost. By being present consistently, I ensure I’m there when those moments happen.
From a relationship-building perspective, consistency allows me to develop deeper connections through 1-2-1s and informal conversations that happen over time. I learn more about others, they learn more about me, and we move beyond surface-level introductions. These are the relationships that lead to real business — not just one-off referrals, but long-term partnerships and steady client introductions.
To stay consistent, I treat my networking group like a key business appointment. It goes in my calendar as a non-negotiable. I prepare in advance, arrive on time, and take part fully in each meeting. When life or business makes it difficult to attend, I inform the group and arrange to stay engaged in other ways, such as through 1-2-1s or online follow-ups.
In my experience, members who turn up consistently are the ones who get the most out of the group. They’re top of mind when referrals arise. They build stronger reputations and deeper trust. Consistency isn’t about being perfect — it’s about showing up, contributing regularly, and being seen as a steady presence in the room.
If you’ve made the decision to join a business networking group, make consistency your first priority. It’s the most straightforward way to stand out, build trust, and start generating meaningful business through the relationships you create.
Focus On Giving
Your reputation grows when you refer others first.
When I joined a business networking group, my initial mindset was understandably focused on how I could generate leads and bring in new business. But I soon realised that the members who saw the best long-term results weren’t the ones chasing referrals — they were the ones consistently giving them.
Networking isn’t about asking for business the moment you walk in the door. It’s about building a reputation for being helpful, trustworthy, and supportive. The simplest way to do that is by putting others first. Giving referrals — and giving them genuinely — shows the group that I’m here to contribute, not just to benefit.
Referring others has helped me build trust faster than any pitch ever could. When I make a warm introduction for a fellow member, I’m demonstrating that I understand what they do, I believe in their service, and I trust them with someone in my network. That’s powerful. And it doesn’t go unnoticed. The more I support other members, the more they’re likely to return the favour — not out of obligation, but because relationships built on trust naturally become reciprocal.
Early on, I made a point of scheduling 1-2-1 meetings to get to know people properly. I asked questions about their ideal client, their most common challenges, and how they typically help people. I didn’t worry about whether I had a referral for them that day. Instead, I made a note of what they were looking for and kept them in mind when talking to my own contacts. Over time, I found that by actively listening and understanding other members’ needs, I became much better at spotting opportunities.
Even small actions matter. Sharing someone’s LinkedIn post, mentioning their business in a relevant conversation, or introducing them to a potential collaborator — these are all ways of giving. It’s not just about high-value leads. It’s about showing that I’m invested in the group and in the success of the people within it.
The shift in mindset from “What can I get?” to “Who can I help?” has been transformational for me. Not only has it made networking more enjoyable and meaningful, but it’s also established me as someone who adds value. That reputation, in turn, leads to referrals coming my way — often from people I didn’t expect.
Networking is not a quick-win environment. It’s about planting seeds and nurturing relationships. Giving first sets the tone for everything that follows. It demonstrates character, builds trust, and ultimately attracts the kind of referrals that come with genuine credibility.
If you want to get the most from your networking group, start by giving. Be proactive in supporting others, even when there’s nothing immediate in return. Your reputation will grow stronger, and in time, the business will follow.
Avoid The Hard Sell
Let trust lead to business organically.
When I first started networking, I thought the most effective way to generate leads was to talk about my services as much as possible. I believed if I didn’t actively sell myself, I’d be forgotten. But it didn’t take long to realise that pushing too hard had the opposite effect — it made people switch off. In business networking, the hard sell simply doesn’t work.
The atmosphere in a networking group is not like a trade show or a cold call. People don’t turn up expecting to be pitched to — they turn up to build relationships. The real value in a group like this comes from long-term trust, not short-term pressure. And that trust grows gradually, through consistency, reliability, and mutual support.
I’ve learned that the best way to generate business is by being visible, helpful, and professional — not by listing features or trying to close a deal during a coffee break. The people in the room are not just potential customers — more importantly, they’re potential referrers. And nobody is going to refer a pushy salesperson to their trusted contacts. They’ll refer someone they believe in, someone they’ve come to trust through regular interaction.
That’s why I’ve stopped selling and started listening. Instead of explaining why people need my service, I explain who I help and how I’ve solved problems for clients like them. I use real examples and let the group get to know me without pressure. If someone shows interest, I follow up with a conversation — but only if it’s invited. That softer, more respectful approach has led to far better results over time.
It’s also important to respect the tone and structure of the group. Networking meetings are designed to create space for introductions, conversations, and relationship building — not for closing sales. When someone tries to dominate the room with a sales pitch or unsolicited offer, it disrupts the group dynamic and damages their credibility. I’ve seen it happen. It doesn’t build business — it alienates people.
Instead, I focus on creating opportunities for others to approach me. I talk confidently about what I do, I stay consistent in my messaging, and I back it up by being helpful and engaged. As trust builds, people naturally start to refer me. When they do, those referrals are far warmer, far more qualified, and far easier to convert — because they’re built on a foundation of trust.
Networking isn’t about closing in the room — it’s about earning the right to be recommended outside of it. That only happens when others feel confident putting their name next to mine. That confidence isn’t built with a pitch. It’s built by showing up, giving value, and letting the business follow naturally.
If you’re serious about growing through networking, avoid the temptation to sell. Be visible, be consistent, and let trust do the work. The results will come — and they’ll be far more sustainable.
Be Concise In Your Pitch
Stick to 60 seconds and be clear.
One of the first things I was told when I joined my business networking group was that I’d need to deliver a 60-second pitch each week. At first, I saw this as a formality — a quick intro, a bit of background, maybe throw in some buzzwords. But I quickly realised that this one-minute window is one of the most important parts of the meeting. If I don’t use it well, I’ll be forgotten. If I do use it well, it becomes a powerful tool for generating referrals.
The key is clarity and brevity. In a room full of professionals, each with their own message to share, no one has time to decode a vague or rambling pitch. If I go off-topic, speak too fast, or try to cram in too much, I lose people’s attention. But when I stick to a clear, structured message, I stand out and become memorable.
So I’ve learned to plan and rehearse my 60-second pitch. I keep it simple: who I am, what I do, who I help, and what kind of referral I’m looking for. That’s it. If I can communicate that clearly and confidently, I give the group what they need to understand and refer me.
Rather than trying to impress people with jargon or a long list of services, I now focus on one problem I solve and one type of client I work with. For example: “I help independent retailers who are struggling to get found online. I do this by improving their Google presence so they receive more enquiries without paying for ads.” That’s far more memorable than saying I offer “SEO, content strategy, technical audits and conversion optimisation.” Clarity beats detail in a 60-second pitch.
The other mistake I’ve learned to avoid is changing my pitch too much every week. While it’s important to keep it fresh, it’s equally important to be consistent with the core message. People need repetition to remember what I do and how they can help. Over time, the group starts to associate me with a certain type of client or problem — and that’s when the referrals start to come.
Delivery matters too. I speak slowly, avoid filler words, and make sure I’m looking at the group rather than reading from notes. A confident, well-paced pitch makes me come across as credible and approachable — and that’s what leads to follow-up conversations and introductions.
Ultimately, my 60-second pitch isn’t about selling to the room. It’s about educating the room so they know how and when to refer me. If they leave the meeting with a clear idea of who I help and what I’m looking for, I’ve done my job. And that starts by keeping things clear, focused, and within the time limit.
If you’re serious about getting results from your networking group, treat your pitch with respect. Plan it, practise it, and keep it concise. It’s only 60 seconds — but it’s the most valuable 60 seconds you’ll use all week.
Follow Up
Prompt, helpful follow-up is where relationships deepen.
When I joined a business networking group, I assumed the most important part was turning up, delivering a strong pitch, and staying visible. While those things do matter, I soon learned that the real value of networking happens after the meeting — in the follow-up. That’s where the relationships begin to move from surface-level interactions to meaningful connections.
Following up isn’t just a polite gesture. It’s a professional discipline that shows I’m reliable, attentive, and genuinely interested in building a relationship. Whether I’ve had a quick chat with someone new, received a referral, or agreed to book a 1-2-1 meeting, I always make sure to follow up promptly — ideally within 24 to 48 hours.
A quick thank-you email or message can go a long way. It keeps the conversation alive, shows respect for the other person’s time, and often opens the door to deeper discussions. If I’ve received a referral or introduction, I always acknowledge it immediately — not just with a thank you, but with an update once I’ve made contact. This demonstrates professionalism and builds trust with the person who referred me.
1-2-1 meetings are another area where follow-up matters. After a good 1-2-1, I always take a moment to summarise key points we discussed and highlight anything I’ve offered to do — such as making an introduction, sharing a resource, or sending more information. I treat it like I would any client interaction: clear, timely, and respectful.
The benefit of following up goes beyond building trust — it also keeps me front of mind. When I follow up consistently, members know I’m serious about the group and committed to building relationships. That reputation leads to more opportunities over time.
It’s also worth noting that follow-up doesn’t always have to be about business. Sometimes I check in simply to ask how someone is getting on or to share something relevant to their industry. This kind of thoughtful engagement strengthens the relationship and shows I’m interested in them as a professional, not just a potential referral source.
To manage this effectively, I’ve developed a simple system. After each meeting, I make a note of who I spoke to, what we discussed, and any actions I need to take. Then I schedule time to follow up — not just immediately, but in the weeks ahead. This helps me maintain momentum and stay engaged with members beyond the weekly meetings.
Ultimately, networking is about building long-term, trust-based relationships — and that doesn’t happen in a single interaction. It’s the consistent follow-up that deepens trust, builds rapport, and leads to referrals that feel natural and reliable.
If you’ve decided to join a business networking group, make follow-up part of your routine. Be prompt, be helpful, and be consistent. It’s not just good etiquette — it’s how business relationships grow.
Use 1-2-1s Wisely
These are where deeper connections are formed.
When I first joined a networking group, I thought the main value came from the weekly meetings. But I soon realised that while those meetings are great for visibility, the real business-building happens outside the room — during 1-2-1s. These one-to-one meetings are where trust is built, relationships are strengthened, and referrals become more targeted and meaningful.
A 1-2-1 is not a sales opportunity. It’s not about trying to close someone on my services or turning the conversation into a pitch. It’s a chance to learn about the other person’s business in more detail and help them understand mine. The goal is mutual understanding, not a transaction.
I schedule 1-2-1s regularly — especially with new members, long-standing contacts I want to reconnect with, or people I haven’t yet had a proper conversation with. Ideally, I aim for one or two each week. I prepare in advance by revisiting their business profile, reviewing what they’ve said in meetings, and writing down a few tailored questions. That preparation helps ensure the conversation is productive and respectful of their time.
During the meeting, I take a genuine interest in their business. I ask about who they help, what their ideal referral looks like, and how they typically work with clients. I also ask about challenges they face or types of introductions that would be valuable. I listen more than I speak. That insight allows me to refer them more effectively and, more importantly, helps build a real connection — not just a professional acquaintance.
When it’s my turn to speak, I avoid listing all my services. Instead, I share a few specific examples or client stories that demonstrate how I add value. I explain who my ideal client is and what signs to look out for in conversations. That makes it easier for them to recognise opportunities for me in the future. If they don’t understand what I do, they won’t refer me — it’s that simple.
I always take notes, and I always follow up afterwards. Whether it’s to thank them, send a promised resource, or make a useful introduction, I make sure the 1-2-1 doesn’t end when the call or meeting ends. That level of follow-through builds trust and shows that I take the relationship seriously.
Over time, the members I’ve built stronger relationships with through 1-2-1s are the ones who send me the best referrals — not just in terms of quantity, but in quality and relevance. That’s because they understand me, trust me, and feel confident recommending me to their contacts.
If you’ve joined a business networking group, don’t overlook the power of 1-2-1s. Schedule them regularly, approach them with purpose, and treat them as the key to building meaningful business relationships. They’re not just a nice addition — they’re where the real results begin.
Help People Understand Your Ideal Client
Be specific
One of the most valuable lessons I’ve learned since joining a business networking group is that people genuinely want to refer me — but only if they know exactly who I’m looking to work with. Vague or general descriptions don’t work. The more specific I am about my ideal client, the easier it is for others to recognise referral opportunities and connect me with the right people.
In the early days, I used to say things like “I work with anyone who needs marketing support” or “I can help all types of businesses.” I thought I was casting a wide net, but what I was really doing was making it harder for others to remember or refer me. It’s much more effective to paint a clear picture.
Now, when I introduce myself, I focus on describing a typical client scenario. I might say: “I work with independent retailers who are struggling to attract footfall and want to improve their visibility online. A great referral for me is a shop owner who knows they need help with local SEO but doesn’t know where to start.” That level of detail gives people a reference point — someone they know, a conversation they’ve had, or a problem they’ve seen.
Being specific isn’t about limiting my opportunities. It’s about making it easier for others to help me. Most people in the group aren’t going to refer me based on technical details or a service list — they’ll refer me because something I said reminded them of a real-life situation or a conversation they’ve already had with a contact.
I also tailor my message over time. One week I might focus on a specific industry, like trades or hospitality. Another week, I might highlight a certain service or common problem, such as poor Google reviews or outdated websites. By rotating these examples and staying focused, I train the group to listen for cues in their own conversations.
During 1-2-1s, I go deeper. I describe my client base in terms of business size, decision-maker role, challenges faced, and typical buying triggers. I also ask what kinds of clients others are looking for so I can return the favour. Mutual understanding makes it much easier to spot and pass on real opportunities.
Visuals can help too. If I’m presenting to the group or sharing materials, I include photos, case studies, or quotes from ideal clients to reinforce the message. It’s about giving people something memorable to associate with my name and service.
The more specific I am, the more referrals I receive — not by chance, but by design. When members know exactly who to look out for, they feel more confident making introductions. And that leads to stronger, better-qualified leads that convert more easily into real business.
If you want better results from your networking group, take time to clarify and communicate who your ideal client is. Be specific, repeat it often, and make it easy for people to refer you — because they can’t help you if they don’t understand who you’re trying to help.
Support The Groups Growth
Invite quality visitors regularly
When I joined a business networking group, I saw it primarily as a way to grow my own business. What I didn’t realise at first was how much the success of the group — and my own results — depended on helping it grow too. One of the most effective ways to support the group and strengthen its value is by inviting quality visitors on a regular basis.
A growing group brings new energy, fresh opportunities, and access to wider networks. Every visitor is a potential new client, supplier, collaborator, or referrer — not just for me, but for other members too. When I introduce someone new to the room, I’m adding value. I’m helping the group stay vibrant and relevant, which benefits everyone involved.
But not just any visitor will do. It’s important to invite the right people — professionals who are serious about their business, who understand the value of relationships, and who could genuinely contribute to the group’s dynamic. I focus on quality over quantity. A single well-matched visitor is far more valuable than a long list of people with no real interest in networking.
When inviting someone, I make the purpose clear. I explain that it’s not a sales event or a seminar — it’s a business networking group built on referrals and long-term relationships. I highlight the structure of the meeting, the calibre of the members, and the opportunities it presents. That helps set expectations and ensures they come prepared and engaged.
I also think about what the group needs. If there’s a gap — say, no graphic designer or HR consultant — I reach out to professionals in those fields. That way, I’m not just supporting the group’s numbers, but its balance. Filling those gaps makes the group stronger and more appealing to other prospective members.
Following up with visitors after the meeting is equally important. I thank them for coming, ask for their thoughts, and see if they’re interested in attending again or even applying for membership. If they’re not ready to join, I still treat them respectfully and stay connected. Sometimes it’s a matter of timing, and staying in touch keeps the door open.
Inviting visitors also builds my own reputation in the group. It shows I’m proactive, invested in our success, and willing to contribute. That visibility often leads to more 1-2-1s, more trust, and ultimately more referrals. It positions me not just as a participant, but as someone helping the group move forward.
If you want to get more out of your business networking group, help it grow. Look for strong, reliable contacts who’d benefit from the environment and add something of value. Invite them regularly, follow up professionally, and stay engaged with the process.
A successful group is a growing group — and the members who help make that happen are usually the ones who benefit the most.
Always Arrive Early
You’ll get better conversations before the meeting starts.
One of the simplest but most effective habits I’ve developed since joining a business networking group is arriving early. It might not sound like a major strategy, but consistently turning up 10 to 15 minutes before the official start has had a noticeable impact on the quality of my conversations, connections, and overall results.
When you arrive early, the room is quieter, more relaxed, and far more conducive to genuine conversation. It’s a different atmosphere compared to the structured part of the meeting. People are fresh, less distracted, and more open to informal chat. There’s no agenda to stick to and no pressure to deliver a pitch — it’s just an opportunity to connect.
Some of the most productive 1-2-1s I’ve ever had actually started during those few early minutes before a meeting. Whether it’s catching up with someone I haven’t seen in a few weeks or starting a new conversation with a visitor, these interactions are often more natural and engaging. Without the time pressure of the main agenda, it’s easier to ask meaningful questions, listen properly, and build rapport.
Arriving early also shows professionalism and commitment. People notice when you make the effort to be on time — or better, early. It signals that you respect the group, value the opportunity, and are serious about building relationships. Over time, this builds trust, and trust leads to referrals.
It’s also the perfect time to welcome visitors or newer members. Taking a moment to introduce yourself, explain the format, or simply have a friendly chat goes a long way. I’ve found that visitors who are made to feel comfortable early on are much more likely to engage fully in the meeting — and often more likely to return. It’s a small gesture that benefits the entire group, not just me.
Practically speaking, arriving early also gives me the chance to gather my thoughts, review any follow-ups or announcements, and make sure I’m fully prepared. I don’t like walking in rushed or distracted — it affects how I present myself. Being early helps me get into the right mindset, ready to participate fully and professionally.
Over time, those early conversations add up. They become the foundation for deeper relationships, more 1-2-1s, and increased trust. And ultimately, they lead to more referrals — not because I’ve asked for them, but because I’ve invested in the relationships behind them.
If you’re serious about making networking work, don’t treat the meeting start time as the arrival time. Aim to be there early. Use that time to connect informally, show up with intent, and make the most of the moments that often go unnoticed. Because in networking, it’s the relationships — not just the referrals — that drive real, long-term results. And those relationships often begin before the meeting has even started.
Be Present & Prepared
Know your message and bring materials.
When I first joined a business networking group, I thought simply turning up would be enough. I quickly realised that just being in the room isn’t the same as being fully present and properly prepared. If I want to be remembered, referred, and trusted, I have to bring more than just my business card — I have to bring focus, clarity, and value every time I attend.
Being present means giving my full attention to the meeting, the members, and the conversations taking place. That starts by putting my phone away, listening actively, and engaging with what others are saying — not just waiting for my turn to speak. People notice when I’m truly involved and when I’m just going through the motions. When I ask thoughtful questions, take notes, and follow up on something someone mentioned, it shows I’m taking the group seriously. That builds credibility and trust — both of which are essential for generating referrals.
But presence alone isn’t enough — preparation matters just as much. That means knowing what I’m going to say before I walk through the door. I never try to wing my 60-second pitch. Instead, I plan it in advance, keeping it relevant, concise, and focused on the type of referral I want that week. I rotate my message regularly so the group hears different examples of how I help clients, but I always make sure it’s clear and easy to follow.
I also come prepared for opportunities. That means bringing business cards, printed materials (if relevant), and any follow-up information I’ve promised from previous conversations or 1-2-1s. If someone has referred me, I arrive knowing their contact’s name and background. If I’ve agreed to introduce two members, I’ve already drafted the email or LinkedIn message in advance. This level of preparation shows I’m professional, reliable, and respectful of others’ time.
Being prepared also means knowing what I want to get out of the meeting. I might have a goal to book two 1-2-1s, reconnect with a specific member, or introduce a visitor to someone in their industry. I don’t leave it to chance — I come in with intention. That way, every meeting is productive, not just passive.
When I combine presence with preparation, I see results. Members know they can trust me to follow through, and they feel confident referring me because they’ve seen how I operate. I also find that I get more out of the group — better conversations, deeper relationships, and more meaningful introductions — simply because I’ve taken the time to show up properly.
If you’ve committed to a networking group, treat each meeting like a business development opportunity. Be present, be prepared, and be purposeful. Know your message, bring what you need, and engage fully with the people in the room. That’s how you build a reputation that leads to real business — not by just showing up, but by showing up well.
Introduce Visitors Warmly
Be an ambassador, not a gatekeeper.
One of the most overlooked opportunities in any business networking group is how we welcome and introduce visitors. I’ve come to realise that every visitor is not just a potential new member — they’re also a first impression of what the group stands for. And the way I treat them says just as much about me as it does about the group itself.
It’s easy to slip into the mindset of being protective over the group — to see visitors as outsiders or competitors, especially if they operate in a similar field. But that approach is short-sighted. Networking groups thrive when they grow, diversify, and attract new energy. And as a member, I see it as my responsibility to act as an ambassador, not a gatekeeper.
Whenever a visitor attends, I make a point of approaching them early — ideally before the meeting starts. I offer a warm welcome, introduce myself in a relaxed and professional way, and ask about their business and what brought them along. I don’t quiz them or size them up. I simply take an interest, because genuine curiosity and kindness create the strongest connections.
When it comes time to introduce a visitor to the rest of the group, I keep it friendly and confident. If I’ve spoken with them beforehand, I’ll mention one or two details to make them feel included — for example, “Sarah’s a graphic designer who works with charities and local schools” or “James helps small business owners with accounting systems.” A little effort goes a long way in helping them feel valued, not just present.
Importantly, I never treat visitors like they’re being vetted or tested. I don’t question whether they’re “a good fit” in front of others. That’s for the leadership or membership team to discuss privately after the meeting. My role is to make their visit a positive experience — one that reflects well on the group and encourages them to come back.
When visitors feel welcome, they’re far more likely to relax, engage, and see the group as a place they could belong. That benefits everyone. A well-introduced visitor could become a new member, a new referral partner, or even a client. At the very least, they’ll leave with a positive impression — and they’ll associate that with the person who treated them well.
I also make a point of following up after the meeting with a short message thanking them for attending and offering to connect for a 1-2-1. It’s a simple but powerful gesture that can set the tone for a future business relationship.
Being an ambassador doesn’t require a formal role. It’s simply about showing professionalism, warmth, and a commitment to the group’s success. If you’re in a networking group, treat every visitor as if they’ve already earned your respect. Introduce them with confidence, include them in conversation, and help them feel like they belong. That’s how strong networks — and strong reputations — are built.
Be Curious, Not Just Interesting
Ask questions, listen deeply.
When I first joined a networking group, I put a lot of effort into getting my pitch right. I wanted to sound professional, polished, and memorable. But over time, I noticed something important: the members who built the strongest relationships and received the most referrals weren’t necessarily the best speakers — they were the best listeners. They were curious.
Being interesting has its place, of course. I need to be able to explain what I do clearly and confidently. But if I focus too much on being interesting, I risk turning every interaction into a performance. That’s not what networking is about. Real success in networking comes when I shift the spotlight off myself and onto the other person — by asking thoughtful questions and listening with genuine interest.
Curiosity is the foundation of meaningful conversation. It’s how I learn what makes other people tick, what challenges they’re facing, and how I might be able to help them — whether through a referral, a useful contact, or even just a new idea. The more I understand their business, the better equipped I am to support them — and the more likely they are to want to support me in return.
In 1-2-1s, I always make sure I’m not doing all the talking. I ask open questions like:
- “Who’s your ideal client?”
- “What’s a common problem your clients come to you with?”
- “What makes someone a good referral for you?”
- “What inspired you to start your business?”
These aren’t scripted — they’re starting points for genuine conversation. I listen carefully to the answers, ask follow-up questions, and take notes if needed. I’m not listening just to respond — I’m listening to understand. That difference builds trust.
Listening deeply also helps me avoid assumptions. Just because someone works in a familiar industry doesn’t mean I know what kind of work they do or how I can help them. When I take the time to really hear their story, I often discover opportunities that wouldn’t have come up in a surface-level chat.
The benefit of curiosity is that it makes me memorable in the right way. People appreciate being heard and understood. They remember the person who took an interest in them — not just the person who talked about themselves. That leads to stronger relationships, better referrals, and a network that genuinely wants to support me.
If you’re serious about growing your business through networking, remember that being interesting is only half the equation. Being curious shows humility, professionalism, and a willingness to invest in others. It turns conversations into connections and contacts into advocates.
So ask more questions. Listen with intent. And treat every conversation as an opportunity to learn something new. In networking, curiosity isn’t just polite — it’s powerful.
Respond Quickly To Introductions & Refferals
Respect the referral.
When someone gives me a referral or makes an introduction on my behalf, they’re putting their own name and reputation on the line. They’re telling someone in their network, “I trust this person to deliver.” That’s why I treat every introduction or referral with urgency and respect — because in networking, how I respond is just as important as whether I get the referral in the first place.
Responding quickly shows professionalism. If I wait a week or longer to follow up, I send the wrong message — that I’m disorganised, disinterested, or unprepared. Worse, it reflects poorly on the person who referred me. Their contact may start to question their judgement. That not only damages my credibility but can also weaken the referrer’s trust in me moving forward.
So, when I receive a referral, my first step is to respond promptly — ideally within 24 hours. Even if I can’t call immediately, I send a message or email to acknowledge the introduction and confirm when I’ll follow up. It’s a simple act, but it shows respect for everyone involved: the referrer, their contact, and the opportunity itself.
When I make the first contact with the referral, I always mention the person who introduced us. It creates a warm connection from the outset and increases the chance of a positive conversation. I also approach the conversation with a helpful mindset — not to sell, but to listen, offer insight, and see whether I can genuinely add value.
After the initial contact, I keep the person who referred me in the loop. I’ll let them know that I’ve followed up and share, in a professional and confidential way, whether the conversation was productive. They don’t need every detail, but they do need to know I’ve acted responsibly and followed through.
If a referral doesn’t lead to business — and not all of them will — I still thank the referrer and treat the opportunity with care. A referral is a sign of trust, not a guaranteed sale. I’ve learned that how I handle referrals, successful or not, contributes directly to how often people are willing to refer me in the future.
Introductions between members are just as important. If someone in the group connects me with another member or suggests a 1-2-1, I treat that with the same level of professionalism. I follow up quickly, arrange a meeting, and aim to be helpful. It’s about building a culture of responsiveness, where everyone knows that their efforts to help are valued.
If you want to get more referrals from your business networking group, make it easy for people to trust you with their contacts. Respond quickly. Communicate clearly. Follow through professionally. In networking, how you handle an opportunity often determines whether more will come your way. Respect the referral, and the referrals will keep coming.
Take On Responsibility
Leadership builds visibility and trust
When I joined my business networking group, I planned to stay in the background at first — attend the meetings, do my pitch, have the occasional 1-2-1, and wait for referrals to come in. But I quickly noticed something: the members who got the most visibility, trust, and business were the ones who stepped up and took on responsibility.
Whether it’s running part of the meeting, greeting visitors, managing the group’s communication, or coordinating events, leadership roles are not just administrative tasks — they’re powerful opportunities to become more visible, build credibility, and earn trust from other members.
Taking on responsibility signals commitment. When I volunteered for my first role — helping to coordinate visitors — it showed I was serious about contributing to the group’s success. I wasn’t just there to receive referrals; I was there to help the group thrive. That shift in perception changed how people saw me. I went from being a participant to being part of the group’s core.
Leadership roles also increase visibility. The more I show up, the more people hear from me and associate my name with reliability and professionalism. Whether I’m giving updates during the meeting, welcoming new guests, or helping the group stay organised, I stay front of mind. And when I’m visible, people think of me when referral opportunities arise.
But visibility alone isn’t enough — trust is what turns visibility into results. Taking on responsibility gives me a chance to demonstrate consistency and follow-through. If I say I’ll do something and then do it — every time — people notice. That reliability builds trust, and in a referral-based environment, trust is everything.
Another benefit of leadership is relationship depth. When I take on a role, I naturally work more closely with other members in the group’s leadership or coordination team. That creates more opportunities for 1-2-1 conversations, deeper understanding of each other’s businesses, and more mutual support. I’ve found that some of my strongest referral relationships have come from the people I’ve served alongside in group roles.
Taking responsibility also helps me grow personally. I’ve become more confident in public speaking, better at time management, and more skilled in areas I wouldn’t normally encounter in my day-to-day business. That personal development adds long-term value beyond the immediate networking results.
You don’t need to take on the most senior role to make an impact. Even small contributions — managing timekeeping, sending out follow-ups, helping set up the room — all count. The key is to be dependable, proactive, and professional in everything you take on.
If you’ve joined a networking group and want to maximise your results, consider stepping up. Take on a role, offer your help, and show that you’re invested in the success of the group. Leadership builds trust, increases visibility, and positions you as someone who adds real value — not just in the room, but in business.
Don't Expect Instant Results
Networking is a long-term strategy.
When I first joined a business networking group, I had high expectations. I assumed that by showing up, giving a polished pitch, and handing out a few business cards, the enquiries would start rolling in. But it didn’t happen like that. What I learned — and what every successful networker understands — is that business networking is not a quick win. It’s a long-term strategy built on trust, consistency, and genuine relationships.
Unlike advertising or paid lead generation, networking works on a slower but far more sustainable timescale. The members of the group aren’t just going to start sending me referrals after hearing me speak once or twice. Why should they? They don’t know me yet. They don’t know if I deliver what I promise. They certainly don’t want to risk their reputation by recommending someone they’ve only just met.
That’s why the early stages of networking aren’t about chasing business — they’re about laying foundations. I focus on getting to know people. I attend regularly. I follow up after meetings. I have 1-2-1s. I show up with a mindset of helping others first. Over time, people begin to see that I’m reliable, trustworthy, and committed to the group — and that’s when referrals begin to come.
One of the most important lessons I’ve learned is that networking is about building referrers, not just clients. The people in the room may never need my services themselves, but they may know someone who does — and if they trust me, they’ll be happy to make an introduction. But again, that only happens once trust has been earned over time.
In my experience, most serious networkers will tell you it takes around three to six months to start seeing consistent results. Some referrals come sooner, especially if your services are in high demand, but for the majority of professionals, the biggest wins come from long-term involvement. It’s not uncommon for a single referral to lead to years of repeat work — but that opportunity rarely comes in week one.
That’s why I treat networking as part of my overall business development plan. I don’t attend just when I have spare time — I make it part of my schedule. I don’t measure success by how many leads I get in a single month. I measure it by how many lasting relationships I’m building, and how often I’m staying top of mind within the group.
The beauty of networking is that when the results do start to come, they’re usually better qualified, more trustworthy, and more likely to convert — because they come with a personal recommendation. That kind of lead is worth the wait.
If you’ve just joined a networking group, be patient. Focus on consistency, contribution, and connection. Don’t expect instant results — expect to invest time and effort. Because done properly, networking doesn’t just bring leads — it builds a long-term referral pipeline that grows year after year.
Know Your Numbers
Be able to explain your business outcomes.
One of the most valuable things I’ve learned through business networking is the importance of knowing my numbers. It’s not just about being able to quote turnover or profit — it’s about clearly communicating the value I bring to my clients and backing it up with results. When I can explain what I do and demonstrate the impact it has, I gain credibility, trust, and better-quality referrals.
Networking is all about trust. The people in my group are deciding whether they feel confident enough to recommend me to their contacts — often their clients, suppliers, or long-standing business relationships. To do that, they need evidence. They need to know that I don’t just do what I say I do, but that I deliver results. Being able to talk confidently about business outcomes helps them feel reassured that I’m worth referring.
For example, rather than simply saying “I help small businesses with marketing,” I’ll say something like: “I helped a local plumbing company increase their online enquiries by 75% in six months using targeted Google Ads and local SEO.” That one statistic tells a much stronger story. It’s memorable, specific, and gives the group a clear sense of what a successful outcome with me looks like.
It’s not about overwhelming people with spreadsheets and data. It’s about knowing the key facts that show my service works. That might include:
- Average results I achieve for clients
- Timeframes for delivering outcomes
- Conversion rates or improvements
- Client retention or repeat work figures
- Return on investment where applicable
These numbers don’t need to be complex — they just need to be clear. They give context to what I do, and they help others understand the value of a referral, not just the type of service I offer.
Knowing my numbers also helps when I’m asked direct questions. In 1-2-1s, I’ve often been asked things like, “What’s your typical project value?” or “What’s the average saving your service generates for a client?” If I can’t answer, I risk sounding vague or unprepared. But when I do have an answer, I come across as someone who understands their business inside out — and that builds trust.
It’s also useful for helping members refer me more effectively. If I can say, “My ideal client is a small business spending around £500–£2,000 per month on online marketing,” that gives them a frame of reference. It helps them identify real opportunities and avoid wasting time sending me unqualified leads.
If you’re in a business networking group, take time to review your numbers. Understand your average outcomes, client profiles, conversion rates, and any stats that demonstrate the impact of your work. Be ready to share those figures in a way that’s clear, relevant, and compelling.
Because when people understand how you help and how well you do it, they don’t just remember you — they refer you with confidence. And that’s where real business starts to grow.
Keep Your Promises
Reliability is the foundation of trust.
One of the most important lessons I’ve learned in business networking is that my reputation is built far more on what I do than what I say. I can deliver the most polished 60-second pitch in the room, attend every meeting, and talk about how dependable I am — but if I don’t keep my promises, all of that counts for very little. In networking, reliability is everything.
Trust is the currency of referrals. Members are only going to refer me to their contacts — whether it’s a client, supplier, or friend — if they trust me to follow through. And trust isn’t built overnight. It’s built by consistently doing what I said I’d do, however small the commitment might be.
That includes the basics. If I say I’ll follow up with someone after a meeting, I make sure I do it — promptly and professionally. If I agree to book a 1-2-1, I confirm it and turn up on time. If I offer to introduce two members, I don’t delay. These small actions might not feel like a big deal at the time, but they all add up. They demonstrate that I’m organised, reliable, and respectful of others’ time.
The same applies to handling referrals. If someone passes me a lead or introduces me to one of their contacts, I treat it with the utmost care. I follow up quickly, handle the conversation professionally, and always keep the referrer in the loop. That follow-through is what reassures them that referring me was the right decision — and makes them more likely to do it again.
On the flip side, not keeping promises — even unintentionally — can have serious consequences. If I forget to follow up, miss an appointment, or delay on something I said I’d do, it chips away at the trust I’ve built. People start to question whether I’m as reliable as I claim to be. And in a networking environment, where trust is everything, that hesitation can cost me referrals.
There’s also a broader impact. When I consistently keep my word, I raise the standard of professionalism across the group. I become known as someone who follows through, which not only helps me stand out, but also encourages others to operate the same way. That contributes to a stronger, more effective networking culture where members know they can depend on one another.
Keeping promises also shows respect — for the group, for the individual, and for the opportunity itself. It shows that I value other people’s time and take their trust seriously. And over time, that reputation becomes a powerful asset.
If you’ve joined a business networking group, remember this: your follow-through is what people remember, not your pitch. Keep your promises, however small, and you’ll become someone others trust to do business with — and to refer without hesitation. In networking, reliability isn’t just a trait. It’s your foundation.
Be Visible Online Too
Connect with members on LinkedIn and engage.
One of the biggest lessons I’ve learned since joining a business networking group is that the conversation shouldn’t stop when the meeting ends. If I want to stay top of mind and build stronger connections, I need to be visible between meetings — and LinkedIn is one of the best tools I have to do that.
Business networking is all about building trust over time, and that doesn’t just happen in the room once a week. Members are active online throughout the week — sharing updates, posting content, and engaging with their own networks. By connecting with them on LinkedIn and engaging with their activity, I keep myself visible and relevant even when I’m not physically in front of them.
The first step is simple: after meeting someone in the group or having a 1-2-1, I send a personalised LinkedIn connection request. I don’t just hit “connect” — I include a brief message, such as “Great to speak with you earlier — would be great to stay in touch here too.” It’s a small gesture, but it reinforces the relationship and shows I’m serious about staying connected.
Once we’re connected, I don’t stop there. I make a point of engaging with their posts when they share something meaningful — whether that’s liking, commenting, or resharing with my own thoughts. This helps support their visibility, but it also keeps me on their radar. When I regularly appear in someone’s notifications with thoughtful comments or relevant engagement, they’re much more likely to think of me when a referral opportunity arises.
I also share my own content — short updates, articles, or client success stories that demonstrate what I do and who I help. When members see this kind of content in their feed, it reinforces what they already hear from me in the group. It helps them remember the types of problems I solve and the kind of clients I work with. That clarity makes it easier for them to refer me confidently.
Another benefit of LinkedIn is that it allows me to keep up with members’ business developments — whether that’s launching a new product, attending a trade show, or hiring new staff. By staying engaged, I can have more meaningful conversations when we meet in person, and I often spot opportunities to help or refer based on what they’ve shared online.
Importantly, I use LinkedIn to amplify others, not just promote myself. I tag fellow members when relevant, recommend their services, or give them credit in my posts. That generosity builds goodwill and strengthens relationships — both online and offline.
If you’re in a business networking group and you’re only visible in the meeting room, you’re missing an opportunity. Connect with members on LinkedIn, engage with their content, and contribute to the conversation. Online visibility reinforces the relationships you build in person — and helps turn occasional interactions into lasting business connections.
Avoid Gossip Or Complaints
Positivity keeps the group healthy.
One of the most important aspects of any successful business networking group is the atmosphere — the culture of the room. When people feel respected, supported, and encouraged, they stay engaged. They refer more. They turn up consistently. But if gossip or negativity starts to creep in, even quietly, it can quickly erode that culture. That’s why I’ve learned to approach every meeting with professionalism and positivity — and to avoid gossip or complaints altogether.
Networking groups are built on trust. We’re not just there to promote our businesses; we’re there to build long-term relationships. That means creating a space where people feel safe and respected. Speaking negatively about other members, questioning the group’s structure in front of visitors, or complaining behind closed doors all send the wrong message. Even subtle gossip can damage reputations — including my own.
Early on, I heard a bit of background chatter between meetings. A few members criticising someone’s pitch delivery or questioning whether a particular business “fits the group.” I didn’t think much of it at the time — but I later realised that kind of talk spreads. It changes how people feel about each other, even if it’s never addressed openly. Worse, it undermines the values the group is supposed to represent: trust, respect, and professionalism.
If I have a concern about a member’s conduct or the way the group is running, I don’t air it in casual conversations. I take it to the group leader or the relevant coordinator directly. That way, it can be dealt with properly — without creating tension or division within the group. There’s a right way to raise a concern, and it’s always through the appropriate channel.
Likewise, if I find myself frustrated — maybe a referral didn’t lead to anything, or someone missed a 1-2-1 — I address it constructively and directly with the person involved. Quietly grumbling to others only makes the issue worse and creates an atmosphere of mistrust.
Choosing to be positive doesn’t mean ignoring problems or pretending everything is perfect. It means focusing on solutions, showing appreciation for others, and maintaining a respectful tone — even when things don’t go to plan. When I choose to uplift the group, support members, and celebrate wins, it encourages others to do the same. That’s how we maintain a healthy, productive environment.
I’ve found that the most successful networkers are the ones who focus on what’s working, offer help instead of criticism, and step in to support others when challenges arise. That kind of leadership doesn’t require a title — it simply requires maturity, professionalism, and a long-term mindset.
If you’re serious about building a strong reputation in your networking group, be the person who keeps the standard high. Avoid gossip. Don’t spread negativity. Focus on what you can contribute and how you can help others succeed. Because when the group is healthy, everyone benefits — and your business will grow alongside it.
Give Testimonials
Public praise shows appreciation and builds trust.
One of the most powerful ways I’ve found to build relationships in a networking group is also one of the simplest — giving genuine testimonials. When I take a moment to publicly praise another member for the work they’ve done, I’m not only showing appreciation, I’m reinforcing their credibility and strengthening the trust others have in them.
Testimonials are more than compliments. They’re endorsements. They show the rest of the group that I’ve experienced someone’s service first-hand, or that someone I referred has had a positive outcome. That kind of social proof is incredibly valuable in a referral-based environment, where people rely on word of mouth and reputation before making introductions.
When I give a testimonial, I focus on being specific. Instead of just saying, “Jane did a great job,” I’ll say something like, “Jane helped one of my clients redesign their logo and marketing materials. She was responsive, creative, and delivered ahead of schedule — and my client was genuinely impressed.” That level of detail shows that I’ve paid attention and that the praise is based on real experience.
I try to give testimonials regularly — not just when asked, but as part of how I contribute to the group. If someone helps me, supports a client I referred, or even just goes above and beyond during a 1-2-1, I take note and feed that back into the group. Whether it’s during the meeting, in a group chat, or posted on LinkedIn, the impact is always appreciated.
Giving testimonials also reflects positively on me. It shows I’m active, supportive, and engaged — someone who’s willing to recognise others and contribute to a positive group culture. Members are more likely to refer someone who not only does good work but is seen as a team player who values collaboration.
It’s not just about the immediate praise either. A strong testimonial helps others in the group understand what that person does, how they add value, and what kind of client is a good fit for them. I’ve often found that when someone receives a testimonial, it prompts others to take a second look at their services or think of a potential referral they hadn’t previously considered.
Where possible, I take the time to post testimonials online too — on LinkedIn or as a Google review, if appropriate. That extends the benefit beyond the group and helps build their online presence as well. It’s a simple gesture that often results in deeper business relationships, increased trust, and more referrals all around.
If you’re part of a networking group, don’t wait to be asked — give testimonials freely and sincerely. Be specific, be honest, and make it public when you can. It shows that you pay attention, that you value others’ work, and that you understand how trust is built in a professional environment. In networking, giving praise isn’t just polite — it’s powerful.
Educate The Group
Help them refer you by understanding your services better.
One of the most important things I’ve learned since joining a business networking group is that people can’t refer me confidently unless they understand what I do. That might sound obvious, but it’s something that’s easily overlooked. If the group only has a vague idea of what I offer, they’re far less likely to spot relevant opportunities or make strong introductions.
It’s my job to educate the group — not just once, but consistently. I need to help them understand not only the services I offer, but the problems I solve, the types of clients I work with, and what a good referral actually looks like. When I do that well, I make it easy for them to connect the dots between a conversation they’re having in their own network and the value I can provide.
The first step is clarity. I’ve learned to avoid jargon, technical terms, and over-complicated explanations. I keep my language simple and client-focused. Rather than listing every service I offer, I focus on real-world outcomes. Instead of saying, “I provide digital transformation consultancy,” I’ll say, “I help small businesses use technology to save time, reduce costs, and operate more efficiently.” That’s easier to understand — and easier to pass on.
I also use examples whenever I can. A story about a real client — what challenge they faced, how I helped, and what the result was — is far more memorable than a bullet-point list of services. Stories give people something to remember and repeat. They make it easier for others in the group to spot a similar situation and think, “That sounds like someone for [my name].”
When I have the opportunity to give a longer presentation, such as a member spotlight or education slot, I treat it as a chance to teach, not pitch. I walk the group through typical scenarios I deal with, explain my process, and answer questions. The goal is to help them feel confident explaining my services to someone else. I remind myself: they don’t need to sell what I do, they just need to know when to refer me and how to introduce the idea.
Even in 1-2-1s, I treat every conversation as an opportunity to educate. I ask members how much they already know about my industry and build from there. I clarify any misconceptions, highlight key client types, and suggest what phrases or challenges to listen out for in their own conversations.
It’s also worth repeating key points regularly. People forget. Just because I said something last month doesn’t mean it stuck. The more consistently I communicate who I help and how I help them, the more likely it is that others in the group will remember — and refer me when the opportunity arises.
If you’re serious about getting quality referrals from your networking group, don’t assume people know what you do. Show them. Explain it clearly, give real examples, and keep reinforcing your message. Because the better they understand you, the easier it is for them to help you grow.
Rotate Your Message
Don’t say the same thing every week.
When I first joined a business networking group, I put a lot of effort into writing my 60-second pitch — and then I used that same pitch every single week. I thought repetition would help people remember me. While consistency is important, I later realised that saying the exact same thing over and over doesn’t keep me front of mind — it makes me easy to tune out. That’s when I started rotating my message, and the results changed significantly.
The key is to keep the core message consistent while changing the angle each week. My name, business, and general service offering stay the same — but I vary the examples, industries, and client stories I talk about. This keeps my introductions fresh, gives members new insights into what I do, and helps them understand the full scope of how I can help people.
For example, one week I might say, “I helped a local solicitor generate more online enquiries through SEO,” and the next, “I worked with a recruitment agency to improve their Google Ads conversion rate.” Both examples relate to the same core services, but they speak to different industries and problems. By rotating my message like this, I increase the chances that someone in the room will think, “I know someone in that situation.”
Rotating my message also shows depth. If I only ever talk about one service or one type of client, people might assume that’s all I offer. But when I share a variety of examples — from different sectors, different service areas, and different outcomes — I show the full range of my expertise without overwhelming anyone with technical details.
It also helps keep the group engaged. If I say the same thing every week, people stop listening. But if they hear something new — even just a different case study or referral request — it brings renewed attention to my pitch. They might not have had a referral for me last week, but my new angle might trigger a different memory or conversation they’ve had recently.
I keep a simple rotation plan. I vary the industries I highlight (e.g. trades, professional services, retail), the problems I solve (e.g. low visibility, poor conversion, outdated websites), and the outcomes I deliver. I also rotate the specific referral requests I make — one week asking for introductions to independent shop owners, the next asking to meet accountants who advise small businesses.
I still prepare each pitch carefully. It’s not about improvising something new every week — it’s about planning a rotation that reinforces what I do while keeping the message varied and engaging.
If you’re in a networking group and want to stay memorable, don’t just repeat the same message week after week. Rotate your examples, show the breadth of your work, and tailor your message to different scenarios. It keeps your presence fresh, helps others understand you better, and ultimately leads to more referrals — because you’ve shown them more ways to help you.
Understand The Birmingham Business Scene
Local awareness builds rapport.
Since joining a business networking group in Birmingham, I’ve learned that local awareness isn’t just helpful — it’s essential. Understanding the Birmingham business landscape has helped me build stronger relationships, engage more meaningfully in conversations, and ultimately generate more referrals. When people see that I’m genuinely informed about the city and its business environment, it builds rapport and trust far more quickly.
Birmingham is a city with a unique business identity. It’s home to major financial and legal sectors, a fast-growing tech scene, established manufacturing roots, and a vibrant base of small to mid-sized enterprises. Whether someone is based in Digbeth’s creative hubs, a Jewellery Quarter workshop, or a corporate office in Colmore Row, knowing what drives local business gives me an edge in conversation and connection.
When I meet new members or visitors, being able to reference familiar Birmingham landmarks, events, or economic developments instantly builds a sense of shared understanding. I might mention upcoming networking expos at the NEC, a recent regeneration project in the city centre, or the expansion of HS2 and what it could mean for local business. These references show I’m engaged in the local economy and aware of how wider developments could affect the people in the room.
It also helps when giving examples in my 60-second pitch or member presentations. Instead of vague stories, I talk about local clients — “I helped a recruitment agency in Edgbaston improve their Google visibility” or “A Brummie café owner I work with grew their delivery business with our help.” These details are relatable. They make me sound grounded, trustworthy, and relevant to the businesses around me.
Understanding the local scene also helps me refer more effectively. When I know which industries are thriving, which areas are seeing business growth, or which new businesses have opened in and around Birmingham, I can spot more referral opportunities for others in the group. I might connect someone to a growing startup hub in Stirchley or suggest a property contact in Harborne for someone working in the construction sector. That sort of local insight adds real value.
I stay up to date by following local business news outlets such as Greater Birmingham Chambers of Commerce, BirminghamLive, and Insider Media. I also engage on LinkedIn with other Birmingham-based professionals and groups to stay informed about local developments and conversations. These insights don’t just help me — they help me become a better resource for the group.
If you’re serious about building trust in your networking group, take time to understand the city you’re working in. Being informed about Birmingham’s business culture, current trends, and local networks makes your conversations more relevant, your examples more relatable, and your connections more effective. Local awareness shows commitment — and in a relationship-driven environment like networking, that’s exactly what builds long-term success.
Know When To Be Informal
People buy from people.
One of the first things I learned in business networking is that professionalism matters — but so does personality. While it’s important to turn up well-prepared, respectful, and clear about what I offer, I’ve also realised that the strongest relationships aren’t built on formality alone. They’re built on genuine connection. People buy from people — and sometimes, letting the conversation be a little more informal is what creates the trust that leads to real business.
In a networking setting, everyone expects a certain level of structure. There are 60-second pitches, organised 1-2-1s, and agendas to follow. But between all of that, there are opportunities to just be myself — and that’s often where relationships start to grow. Whether it’s sharing a story about my week, talking about my kids, or laughing about the coffee machine breaking down (again), these lighter moments are what make me more relatable. They remind everyone that I’m not just a service provider — I’m a real person.
Informality doesn’t mean being unprofessional. It means being approachable. It means knowing when to step out of “presentation mode” and just have a conversation. In my 1-2-1s, I always start with something personal — not intrusive, but human. I ask how their week’s been, what’s keeping them busy, or whether they’ve got anything interesting coming up. These small touchpoints help us get to know each other beyond the business card.
I’ve found that once a relationship moves from formal introductions to friendly conversation, referrals become easier and more natural. People don’t just refer based on credentials — they refer people they like and feel comfortable with. When someone says, “You’d get on really well with [my name], let me introduce you,” it’s because they’ve seen both my professional side and my personality.
That said, I also know when to keep things focused. I don’t let informal chats dominate structured meetings, and I never confuse being relaxed with being careless. My pitch stays clear, my follow-ups stay prompt, and I always deliver on my promises. But I allow room for personality — and that’s made me much more memorable within the group.
Informality also helps visitors feel at ease. When someone attends a group for the first time, it’s often the relaxed, welcoming tone of the members that encourages them to return. I try to be someone who contributes to that culture — someone who’s professional, but also easy to talk to.
If you’re in a business networking group, don’t underestimate the value of letting people see the real you. Be credible, but also be approachable. Know when to soften the tone, share a laugh, or let a conversation go off-script. Because in the end, people do business with people they trust — and that trust often starts with something as simple as a friendly chat.
Treat Visitors With Care
First impressions affect group growth
When someone visits a business networking group for the first time, they’re not just looking at the structure of the meeting or listening to the pitches — they’re observing the people. The welcome they receive, the tone of conversation, and how others interact with them all shape their first impression. And that first impression has a lasting impact. If we treat visitors with care and professionalism, they’re far more likely to return, join the group, and become valuable contributors.
Every visitor is a potential member, a potential referrer, and potentially a great contact for someone else in the room. Even if they’re not a direct fit for me, they might be exactly who another member is looking for. That’s why I approach every visitor as someone worth investing time and attention in. If they’ve taken time out of their day to attend, the least I can do is make them feel welcome and included.
I make a point of introducing myself to visitors as early as possible — ideally before the meeting starts. I’ll offer a friendly welcome, ask about their business, and explain a little about how the group works. I don’t interrogate or pitch to them. I simply start a natural conversation and show genuine interest. Most visitors are slightly nervous on their first visit, and a warm, helpful introduction goes a long way in setting the right tone.
During the meeting, I’ll make sure to engage with visitors wherever possible — whether it’s making a supportive comment on their pitch or introducing them to someone they should speak to during the networking session. Small gestures, like making sure they know where to sit or inviting them into a group conversation, help them feel included from the outset.
After the meeting, I’ll follow up with a brief, polite message — thanking them for attending and offering to answer any questions. If we had a good conversation, I might even invite them for a 1-2-1 to learn more about their business. Again, it’s not about selling to them — it’s about making sure they felt valued and helping them see the real benefits of joining a well-run, supportive group.
I’ve seen first-hand how the way we treat visitors affects the group’s growth. Visitors who feel welcomed and supported are much more likely to join. And those who join are more likely to stay engaged, refer others, and even bring in new contacts of their own. But when visitors feel ignored, out of place, or excluded, they rarely return — and sometimes, they share that poor experience with others.
If you’re part of a business networking group, remember this: every visitor is evaluating us from the moment they arrive. Treat them with care. Be helpful, be warm, and be professional. Because first impressions don’t just shape their experience — they shape the group’s future.
Use Storytelling In Your Pitch
It makes you memorable
When I first started delivering my 60-second pitch at networking meetings, I focused on listing what I did: the services I offered, the sectors I worked with, and the benefits I delivered. It was accurate, but it wasn’t effective. I quickly realised that while people listened, they didn’t remember. The turning point came when I started using storytelling — and that changed everything.
Stories stick. People forget bullet points, but they remember situations, characters, and outcomes. A good story cuts through the noise and gives people something to hold onto. It puts my services into context and helps others understand not just what I do, but why it matters.
Now, rather than saying “I help businesses improve their websites,” I’ll say, “Last month, I worked with a local catering company that was barely getting any online enquiries. We rebuilt their site with clearer messaging and added a simple contact form. Within two weeks, they’d booked four new events — all through the site.” That’s a story. It has a problem, a solution, and a result. And it’s far more compelling than just listing services.
A well-structured story helps others in the group understand who I help and what kind of situations I’m useful in. That makes it easier for them to refer me. They might not remember that I offer “digital strategy and UX optimisation,” but they’ll remember the caterer story — and when someone mentions struggling with their website, they’ll think of me.
I keep my stories short, relevant, and true. I don’t need to exaggerate or over-explain. Just a simple structure — a client had a problem, I helped solve it, and here’s what happened. That format gives me a clear and memorable message without sounding rehearsed.
I also make sure the stories I share reflect different aspects of my work. One week, I’ll talk about a cost-saving result. Another week, I’ll share a story focused on customer service. Over time, the group builds a fuller picture of what I do, all through relatable, real-world examples.
Another benefit of storytelling is that it makes me sound more human. Rather than coming across as a service list, I’m someone who helps solve real problems for real people. That relatability builds trust, and trust is what leads to referrals.
If you’re not sure where to start, think back to recent work you’ve done. What was the client’s situation? What did you do? What changed as a result? Keep it simple and focused. It doesn’t need to be dramatic — it just needs to be true and useful.
If you’re in a networking group, and you want to stand out in a room full of pitches, don’t just tell people what you do — show them. Share the stories that prove your value. Because in the end, people don’t just refer services — they refer stories they believe in and can confidently retell.
Ask For Specific Help
Vague requests don't get results.
When I first started attending business networking meetings, I used to end my 60-second pitch with something like, “If you know anyone who needs what I offer, please send them my way.” I thought I was being open and approachable. In reality, I was being vague — and it wasn’t working. The group didn’t know who to look out for, what conversations to listen for, or how to introduce me properly. I quickly learned that if I want referrals, I need to ask for something specific.
In a networking group, people want to help. They’re listening for opportunities in their day-to-day conversations, looking for ways to support others, and genuinely trying to refer business to fellow members. But they can only help if I give them the right information — and that starts with a clear, focused request.
Now, instead of saying “Anyone who needs a website,” I say something like, “This week, I’m looking to speak to a local accountant who’s been in business for a few years and still relies heavily on referrals but isn’t getting many leads online.” That paints a picture. It helps members search their mental network for someone who fits the description — and when they hear something similar during the week, they’ll think of me.
Specificity isn’t limiting — it’s empowering. When I narrow my ask, I’m not cutting off opportunities. I’m making it easier for people to help. If they don’t know an accountant this week, that’s fine — next week I might ask for a marketing manager in a manufacturing firm. Over time, by varying my specific asks, I help the group understand the full range of people I work with, and how they can connect me to the right ones.
In 1-2-1s, I take this even further. I describe my ideal client in terms of business size, industry, common problems, and buying triggers. I talk about what a good conversation opener might sound like, such as “We’ve been meaning to fix our website but never find the time” or “We’re spending money on Google Ads but have no idea if it’s working.” These phrases are far more useful than job titles alone — they’re the real things people say when they need my help.
I also make sure my request matches what I’ve talked about in the rest of my pitch. If I tell a story about helping a solicitor with local SEO, I’ll ask for an introduction to another solicitor or someone in professional services. That consistency makes the message stick and increases the chance of getting the referral I’m looking for.
If you’re serious about getting results from your networking group, don’t be vague. Be intentional. Know what you want, say it clearly, and help others help you. Because in networking, people don’t respond to generalities — they respond to clarity, confidence, and a request they can actually act on.
Support Member Events or Launches
Be seen as a team player.
One of the most effective ways to strengthen relationships in a business networking group is to actively support other members beyond the weekly meeting. When someone organises an event, launches a new product, opens a new location, or hosts a client seminar, turning up — or even just helping to promote it — sends a clear message: I’m not just here for myself. I’m part of the team.
Networking is about building long-term, trust-based relationships. And trust is often earned through small, consistent actions. Supporting someone’s event is one of those actions. Whether it’s a breakfast briefing, charity fundraiser, showroom launch or online webinar, showing my face demonstrates that I care about their business and want to see them succeed. That level of goodwill doesn’t go unnoticed.
In my experience, members who regularly show up for others are the ones who get the most support in return. Not because they ask for it, but because they’ve built a reputation as someone who gives before they receive. If I want to be remembered, trusted, and referred, I need to be visible in the right way — and showing support when it counts is one of the best ways to do that.
Supporting member events doesn’t always mean attending in person. Sometimes it’s as simple as resharing a LinkedIn post, tagging someone in a relevant comment, or recommending the event to my own contacts. If a member is launching a new service, I can help by writing a short testimonial, sending them a useful introduction, or just helping spread the word. These gestures are quick, but they build lasting trust.
It’s also an excellent way to expand my own network. By attending member events, I often meet their clients, suppliers, or industry peers — all of whom could become useful contacts or even new clients. These settings are often more relaxed than a structured networking meeting, and they offer the chance to have deeper, more natural conversations.
When I run something myself, I’ve found that the people who’ve shown up for me in the past are the ones I want to invite first — and the ones I trust to refer others to the event. Supporting others is not about ticking a box; it’s about investing in mutual success. The more I support others, the more connected I become to the group as a whole.
If you’re part of a business networking group, don’t limit your involvement to the regular meetings. Take an interest in what other members are doing outside the room. Show support. Promote their efforts. Turn up when it matters. Because those moments — the ones that take a little extra effort — are the ones that build the strongest bonds.
And in networking, strong relationships are what lead to strong results. Be a team player, and the group will be more than happy to support you in return.
Track Your Results
Know what's working and adjust accordingly.
When I first joined a business networking group, I approached it like any other marketing channel — with optimism, but without much structure. I turned up, delivered my pitch, had 1-2-1s, and gave referrals when I could. It felt productive, but for a while, I couldn’t say with any certainty what was actually working. That’s when I realised the importance of tracking my results.
If networking is part of my business development strategy — and for me, it absolutely is — then it needs to be measured like any other activity. By tracking results, I can identify what’s generating business, what needs refining, and where I should focus my time and effort.
The first thing I track is referrals received. Not just the number, but also the quality. Are they relevant? Are they warm introductions or cold leads? Are they converting into real opportunities? This gives me a clear sense of how well I’ve educated the group about my ideal client and how much trust I’ve built. If I’m receiving referrals that aren’t a good fit, that’s a cue to sharpen my message.
I also track referrals given. I want to be known as someone who contributes — not just someone who shows up. Giving referrals strengthens relationships, and often leads to reciprocal introductions. I make a simple record of who I’ve referred, what the opportunity was, and any feedback that followed. This helps me stay accountable and follow through properly.
Another important area is 1-2-1 meetings. I keep track of who I’ve met with, what we discussed, and what actions came out of the conversation. This helps me plan effective follow-ups, spot new referral opportunities, and make sure I’m not only engaging with the same few people. My goal is to build relationships across the entire group — not just within a small circle.
If I’ve delivered presentations or member spotlights, I take note of the response. Did it lead to more 1-2-1s? Did anyone refer me based on something I said? These moments are valuable, and tracking their impact helps me improve for next time.
Over time, I review how much revenue or new business can be directly attributed to networking. I look at the number of clients acquired, the value of those clients, and how long it took from initial introduction to confirmed work. This gives me a clearer picture of ROI — not just financially, but in terms of time and effort.
Tracking doesn’t need to be complex. A simple spreadsheet or CRM system is enough. What matters is consistency. When I measure what I’m doing, I make better decisions. I can adjust my messaging, change how I follow up, or spend more time with the members who’ve proven to be great advocates.
If you want to get the most from your networking group, treat it like a professional investment. Track your results, review them regularly, and refine your approach. Because knowing what’s working — and what isn’t — is the key to long-term networking success.
Think Long Term
Build relationships, not just transactions.
When I first joined a business networking group, I was eager to see results. Like many new members, I hoped referrals would start rolling in quickly. But over time, I realised something crucial — the most successful people in the room weren’t chasing quick wins. They were building long-term relationships. And that mindset made all the difference.
Business networking is not a sales pitch. It’s not about walking into a room, handing out cards, and hoping someone will buy from me. It’s about getting to know people properly — understanding their business, their values, and how I can support them. That foundation of trust doesn’t form overnight, but it’s what leads to real, ongoing opportunities.
I’ve found that once people trust me, they don’t just refer me once — they refer me repeatedly, to their best contacts. That kind of relationship doesn’t come from pushing for business straight away. It comes from consistent engagement, mutual support, and being genuinely interested in helping others succeed.
When I meet someone new in the group, I focus on connection, not conversion. I ask questions about their business, their clients, and the challenges they face. I look for ways I can help — even if that means sending them a contact, promoting their event, or simply giving them a testimonial. These small gestures help build a solid relationship, and over time, that goodwill comes back around.
Thinking long-term also means being patient. Not every conversation leads to a referral, and not every 1-2-1 results in new work. That’s okay. The value is in the network, not just the immediate outcome. Some of the best opportunities I’ve had have come from members I’d been seeing for months before any business was passed between us.
It’s also about consistency. The more present and engaged I am — in meetings, online, and in follow-ups — the more people remember me. Staying visible helps build familiarity, and familiarity builds trust. And trust, in turn, leads to referrals that are warm, relevant, and far easier to convert into real business.
Importantly, thinking long-term helps me build a reputation — not just as a good provider, but as a dependable partner. People talk. If I’m known as someone who contributes, shows up, and follows through, word gets around. My name comes up in conversations even when I’m not in the room — and that’s when networking really starts working.
If you’re part of a business networking group, shift your mindset from transactions to relationships. Focus on helping, connecting, and building trust over time. Don’t judge the value of the group by what you get in the first few months — judge it by the quality of the network you build and the long-term business it brings.
Because in networking, the most valuable outcomes don’t happen fast — they happen over time, through the relationships you invest in today.
