This book by Keith Ferrazzi challenges individuals to form meaningful relationships. According to the writer most people fail in their quests as they are too selfish to work with others or share ideas. Still, others lack the right mix of skills to help them make the best out of the individuals they relate with from time to time. The title of the book is self-explanatory that individuals should think about others and help them in their quests if they are to achieve self-growth. The author makes use of anecdotes and personal experiences throughout the book to substantiate the impact of relationships in achieving success in the corporate world. An analysis of several sections of the book establishes how individuals can tap into relationships to build their own brand.
Chapter 1: Becoming a Member of the Club (3-13)
This introductory chapter sets the stage for the overall objective of the entire book. The chapter is told in a storytelling technique where the author tracks his life from humble beginnings as a caddie. Ferrazzi tells this story to establish that individuals can rise beyond their limiting circumstances to become phenomenal in various fields of their choice. Of importance in this chapter is the insistence on the importance of relationships in achieving the desired success. The author credits his success to the individuals he formed relationships with over the years who became a successful platform. For the author, one should desire to mentor others so that they can to share in the success story. This chapter is especially appealing to me as it helps me understand that nothing is impossible when one forms meaningful relationships. For a long time now, I have been thinking that to succeed one need to be competitive but not anymore. I have realized that to succeed in whichever field one needs to collaborate with others as doing this not only help improve others but oneself too.
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Chapter 3: What’s Your Mission? (23-41)
This chapter is quite provoking to the reader considering that it is directional. The author intends to let the readers ask themselves what their goals in life are so that they can direct their efforts towards achieving these goals. According to Ferrazzi (2005), an individual needs to narrow down their mission so that it becomes as specific as possible. From here, an individual can then come up with effective strategies to accomplish their missions in life. The author establishes that all successful individuals know or knew what they wanted right from the start and went for it. This chapter makes so much sense for me as it has taught me something that I had not thought about. I have been thinking that one can thrive in whichever profession that comes along. The chapter has made me realize that a failure to set these goals leads to wastage of time as the individuals move from one profession to another (Garcia, 2016). I have decided that I will be narrowing down my mission to manageable levels to come up with the most effective strategies.
Chapter 8: Take Names (73-78)
This chapter emphasizes the third chapter on goal setting in that individuals should identify individuals who will take them to their desired destination. Ferrazzi (2005) recommends several strategies that one can use to track individuals who will connect one to their missions. The strategies range from ink and pen, which the author uses most of the time to other technological strategies. Of importance, here is the need to keep a list of people who could come in handy when realizing one's mission. Some of the individuals who could in that list are relatives, current colleagues, present, and past neighbors, former schoolmates, former employers, former workmates among others. This chapter captures something that I had never thought of previously. It is true that at times one would view these individuals’ acquaintances without seeing the potential that lies with connecting with these people. The author establishes these people can act as effective networks for individuals who are keen on achieving their missions. Following this realization, I will endeavor to keep a list of all these people so that I can network with them to achieve personal and professional growth and advancement.
Chapter 10: Managing the Gatekeeper Artfully (87-93)
This chapter establishes the hardest part of making contact with the individuals who will link one to their destiny is ignoring the role of the gatekeepers. Ferrazzi uses the concept of gatekeeper to refer to those individuals who can make individuals dreams a reality or a mirage. It is true that one may have the names that matter and mission or goal to match however, it may be hard to achieve this mission without access to the relevant people. The author advises the reader not to get on the wrong side of the gatekeeper by thinking that these individuals are assistants to the executives. Rather Ferrazzi (2005), establishes that the gatekeeper should be seen as allies and given the respect they deserve. Developing efficient relationships with gatekeepers leads to numerous opportunities. This chapter is worth a read as it points to the plain truth on how individuals disregard the secretaries and assistants while pursuing the executives. Following this realization, I will endeavor to connect with the gatekeepers by being respectful and compassionate. In doing this, I believe I will have an easy time while trying to reach out to the executives who will shape my professional growth.
Chapter 11: Never Eat Alone (94-98)
This chapter mirrors the title of the book and calls upon individuals to remain visible and present and all times if they are to succeed. According to Ferrazzi (2005), it is better to fail at an attempt than to remain invisible, which would mean that opportunities would pass by. The author suggests that an individual ought to keep the event calendar full since it is during these engagements that an individual will get opportunities. This proposition applies to an up-and-comer who must deal with the ever-budding network of friends. This chapter is appealing to me as it points to the hard truth. At times, most people decide to get away from the groups when they fail to deliver on what is expected of them by the organization. They fear that their next projector presentation will be disastrous. However, the author asserts that one failure does not mean that all other engagements will be a failure. From this section, I have decided that I will not be dampened by a failure. Instead, I will continue to be visible so that I can build an effective professional network, which will come in handy now and in the future.
Chapter 14: Be a Conference Commando (110-127)
This chapter and its sections address those individuals who know about the importance of conferences yet do not make most of it. According to Ferrazzi (2005), this situation can be overturned if they master the art of harnessing the efficiency of conferences. The author advises individuals to set their goals in time so that they can turn conferences into their own turf and thus advance their professional missions. Essentially, conferences should be seen as an opportunity of meeting like-minded individuals who share in one's mission (Oester, Cigliano, Hind-Ozan, Christien, & Parsons, 2017). This chapter is a worthy read as it opens the reader's mind regarding the beneficial nature of conferences. Some individuals may think that conferences are a waste of time or a place where individuals get pricey business enlightenment. This chapter will help me improve on my conferencing skills especially the public speaking part. The fear of standing in front of large audiences will reduce, as I will remember to be calm knowing that this is the most effective ways of getting my ideas heard. The author has helped me realize that I do not need to be a great orator or public speaker to tap into the opportunities presented by conferences. I only need to believe in myself as a conference commando able to make the conferences favorable and productive.
Chapter 16: Expanding your Circle (139-142)
This chapter builds on the previous chapters with the aim of ensuring that an individual gets the best out the existing corporate and social relations. Ferazzi (2005) advises individuals to expand their present circle by merging it with another person’s circle. In this way, an individual will manage to tap the full potential of a diverse network without much of an effort. The author advises the reader to view every individual in the network as a partner since doing this makes the relationships more meaningful and productive. Moreover, the author calls upon the reader to acknowledge the people who link them to a new circle of friends to maintain good working relationships. This chapter helps the reader realize that one can make numerous connections, as there is no limit. The bigger the network a person has, the more likely that an individual will gain from such networks. I have learned that I need to relate well with my current network, as it will help me to get access to a broader network. Furthermore, I will always acknowledge all the people who introduce me to others to maintain trust and friendship.
Chapter 21: Find Anchor Tenants and Feed Them (190-202)
This chapter focuses on harnessing the power that is present in other people for one's sake. Ferrazzi (2005) uses the term ‘anchor tenant’ to mean that every individual from a particular group has a bridge, which can help a person outside of the group. Normally, individuals from a similar department or hierarchy tend to herd together forgetting that individuals out of their clique have immense potential. The anchor tenants are beneficial as they help pull in other individuals who would not have been a part of one's circle. This chapter is helpful considering that most people tend to think that they can only relate to individuals from their own level. These individuals are likely to remain stagnant, as they are not open to new ideas and perspectives from other groups of people. From now on, I will endeavor to pick out anchor tenants in several departments and organizations that are not related to my own. By working with these individuals, I will be able to tap into the immense potential, which will help drive my professional goals.
References
Ferazzi, K. (2005). Never Eat Alone. New York: Doubleday.
Garcia, E. V. (2016). Strategic planning: a tool for personal and career growth. Heart Asia, 8(1): 36–39.
Oester, S. Cigliano, J. A., Hind-Ozan, E. J., Christien, E., & Parsons, M. (2017). Why Conferences Matter—An Illustration from the International Marine Conservation Congress. Frontiers in Marine Science, 4(257)
