The 10 Secrets of a Master Networker

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Keith Ferrazzi needs two PalmPilots to keep track of all his contacts, people like Bill Clinton and Michael Milken.

Once the pitch is perfected, getting attention is never a problem. Journalists are powerful (the right exposure can make a company), needy (they're always looking for a story), and relatively unknown (few have achieved enough celebrity to make them inaccessible). It's a combination that Ferrazzi has learned to exploit. He knows people in top positions at almost every major business magazine in the country. Which is why it's little surprise that in less than a year after Ferrazzi took over YaYa, with barely a shred of revenue to its name, the company -- and, more important, the content -- appeared in places like Forbes, the Wall Street Journal, CNN, Brand Week, and the New York Times.

Fame sells. An executive at Honda motors spotted the article in Brand Week, and YaYa had its first big account; it would create for Honda a multiplayer on-line racing game to help sell the new Acura.

Rule 6: Manage the gatekeeper. Artfully.
Last summer Ferrazzi met Jane Pemberton, a former Disney executive, while flying first-class, as always. "That's where the decision makers sit," says Ferrazzi. (See "Where to Meet the Power Elite," at right, for Ferrazzi's recommendations regarding the most fertile venues for top-shelf networking.) Pemberton suggested that Ferrazzi might like to get to know Michael Johnson, president of Walt Disney International.

There wasn't anything obvious that Johnson could do for Ferrazzi or YaYa. There rarely is when Ferrazzi reaches out. But it couldn't hurt for Ferrazzi to know him, and who could say whether Disney would someday become a potential suitor? The only problem was getting through Johnson's gatekeepers; that's often the only problem -- but not for Ferrazzi. "When you don't know someone, the first concept is getting past the secretary," he says. "So Johnson's secretary says, 'I'm sorry, Mr. Johnson is traveling, he's traveling all month.' And I say, 'That's OK. Why don't you tell him a friend of Jane Pemberton's called? Tell him to call me back if he has some time.' I didn't push. The first call you don't push, because the admin doesn't know you, and you never want to get the admin pissed off at you; they're the gateway.

"Second call is almost the same thing: 'Hi, this is Keith Ferrazzi. I'm just calling back because I haven't heard from him,' as if the presumption is that I would have. It's totally innocuous, no obligation. On the third call, she's getting a little pissed. 'Listen,' she says with a little strike in her voice, 'Mr. Johnson is very busy. I don't know who you are....' I counter: 'I'm just a personal friend of a friend, I just moved into the city, Jane suggested that I should meet Michael, and I don't even know why, besides Jane being a good friend of Michael's. Maybe it's all wrong, maybe we shouldn't meet. I apologize.' That puts her on the defensive. Now she thinks that she's been a dick to a personal friend of a friend of her boss. She backs off, and I make a proposition: 'Why don't I just send Michael an E-mail? What's his E-mail address?' And at this point she thinks, 'I want to be out of the middle of this thing.' She gives me the E-mail address.

"The E-mail is simple: 'Dear Michael, I'm a friend of Jane's, and she suggested I talk with you. Fifteen minutes and a cup of coffee is fine. Jane thinks we should know each other.' I get a cordial 'Of course we can' response.

"So now I go back to the secretary with the 'Of course we can.' Now it's not if, but when, we'll meet. Now it's 'Michael would like to set up this meeting, just let me know when.' And finally it happens."

Rule 7: Always ask.
This is the story Keith Ferrazzi tells about his father:

Pete Ferrazzi, a steelworker whose world was hard hours and low wages, knew he wanted more for his son. He knew his boy's life would be better if he could find a way out of their working-class Pittsburgh suburb.

But the elder Ferrazzi didn't know the exits. He'd never been to college. He knew nothing of country clubs or private schools. He could picture only one man who might have the sort of pull that could help: his boss. Actually, the boss of his boss's boss -- Alex McKenna, CEO of Kennametal, in whose factory Pete Ferrazzi worked. The two men had never met. But the elder Ferrazzi had an idea about how the world worked. He'd observed that audacity was often the only thing that separated two equally talented men and their job titles. Pete Ferrazzi asked to speak with McKenna, who, upon hearing the request, was so intrigued that he took the meeting. In it, he agreed to meet Pete's son, Keith, but not to do anything more.

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