Jacqui d'Eon - Blog #networkingJacqui d'Eon - Blog #networkinghttps://www.jacquideon.com/blog/tag/networkingSat, 09 May 2026 12:10:50 -0700http://zoho.com/sites/<![CDATA[The Secret to Networking: Stop Trying to Get Something]]>https://www.jacquideon.com/blog/post/the-secret-to-networkingI like to say my hobby is collecting people. It's a fun way of saying I genuinely enjoy networking.]]>
People at a networking event talking and laughing.
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I like to say my hobby is collecting people. It's a fun way of saying I genuinely enjoy networking. 

Friends and colleagues often come to me looking for help, and while I can't always solve their problem directly, I almost always know someone who can. A good introduction goes a long way.

Years ago, I had the pleasure of meeting Michael J. Hughes, widely known as North America's Networking Guru. Michael dedicated his career to helping business professionals use networking as a strategic skill, and his insights have stuck with me long after we first connected.

Sadly, Michael passed away last year, but his wisdom is absolutely worth keeping alive. Consider this a small tribute.

Here are his 7 characteristics of effective networkers, with my take on each:

  1. Courageous. They take the initiative, which makes everyone around them more comfortable. My take: At receptions or cocktail parties, be the first to introduce yourself. It costs nothing and sets a great tone.
  2. Curious. They've cultivated genuine curiosity, making others feel seen and valued. My take: Curiosity doesn't kill anything. It opens doors to conversations and connections you never expected.
  3. Caring. They show real interest in others, which builds trust fast. My take: A simple way to show you care? Share an article on a topic you know someone is passionate about.
  4. Skilled communicators. They let the other person shine and actually listen. My take: Active listening is the whole game here.
  5. Value creators. They look for ways to highlight someone else's strengths and connect the dots. My take: If I'm at an event and someone new joins the conversation, I'll introduce them with a hook: "Jim, meet Barbara. Barbara, Jim is an avid golfer." Instant connection.
  6. Consistent. They take ownership of keeping relationships moving, even when progress feels slow. My take: This is the hard one. Not everyone responds right away, and that's okay. Relationships take time.
  7. Contribution-focused. They lead with giving, not getting. My take: I often feel like I give more than I receive early on, but when I reach out for help, my network shows up. That's not luck; that's the return on a genuine investment in people.

Michael's framework is as relevant today as ever. If you'd like help tapping into my network or exploring leadership development, I'd love to connect. Let's talk.
]]>Wed, 04 Mar 2026 05:45:00 -0500<![CDATA[Earning Your Seat at the Table]]>https://www.jacquideon.com/blog/post/earning-your-seat-at-the-tableHaving a leadership title doesn’t guarantee influence. It comes from being seen as a strategic partner who understands the business as a whole.]]>
Businesswoman at board meeting table
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Having a leadership title doesn’t guarantee influence. I’ve seen many leaders arrive at the executive table only to feel like outsiders. They’re responsible for their own area, but struggle to shape conversations or decisions beyond it.


The truth is, influence doesn’t come from authority alone. It comes from being seen as a strategic partner who understands the business as a whole. Leaders who can connect their function to the organization’s broader goals are the ones whose voices carry weight.


Beyond Your Own Department

It’s natural to focus on your own team’s results, but if you want a real seat at the table, you need to speak the language of the entire organization.


That means knowing more than your budget line. You need to understand finances, operations, stakeholders, and the environment you’re operating in.


Over the years, I’ve found a simple self-check to be useful. If I can answer these questions, I know I’m ready to contribute at the highest level.

  • What’s our organization’s vision or mission?

  • Where does most of our funding or revenue come from?

  • Who are our three biggest competitors, or, if not competitors, what alternatives do our stakeholders or customers have?

  • What’s our most successful program, product, or service and why?

  • What are three priorities from our current strategic or operating plan?

  • What headline or key takeaway came out of our most recent financial or performance report?

  • How is our sector or industry performing right now?

  • What measure best reflects whether we’re delivering value (e.g., member satisfaction, service levels, community impact)?

  • What’s the biggest barrier to achieving our objectives this year?

  • How do external trends -- economic, social, or regulatory -- affect us right now?

  • Who are the stakeholders we can’t afford to disappoint, and why?

  • How does my role and my team’s work directly support organizational goals?


Why It Matters

You may not have all the answers right now, and that’s okay. The point is to start building this knowledge. When you do, you stop being just “the head of X department” and start being recognized as a leader of the whole organization.


Because at the end of the day, leadership isn’t about defending your patch of turf. It’s about seeing the bigger picture, aligning with it, and using your voice to shape the direction of the organization.


That’s how you move from having a seat at the table to having a say in where the table goes.

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