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Event monetisation begins long before the event itself—in how you position, describe, and set expectations with your audience.

Digital networks supplement in-person relationships, not replace them. The strongest connections still form face-to-face.

The network nurturing habit: Regularly ask yourself, 'Who in my network could I help today without expecting anything in return?'

Networks thrive on shared challenges. Create projects where members must collaborate to achieve meaningful outcomes.

Build stronger networks by creating contexts where people can show their true strengths, not just exchange business cards.

The network expansion shortcut: Help solve problems for well-connected people. They'll naturally bring you into their circles.

Network building mistake: Collecting connections rather than nurturing relationships. Depth beats breadth every time.

The most valuable network members aren't the most successful—they're those who consistently show up for others.

Network quality question: Are you the most or least impressive person in your circle? If the former, find new circles.

Build networks of action-takers by creating low-risk opportunities for people to demonstrate their reliability before bigger commitments.

The technique that builds stronger networks than any other: Follow up personally after meetings, referencing specific points discussed.

Your network grows in proportion to the specific value you create, not the number of events you attend.

Network building principle: Be the person who makes introductions without being asked. Generosity compounds.

The most valuable network isn't the biggest—it's the one where members feel genuine responsibility for each other's success.

Partnership selection criterion: Would you want to call this person during a business emergency at 3am? If not, keep looking.

Great partnerships begin with extreme clarity about what success looks like for all parties, including metrics and timelines.

When evaluating potential partners, look closely at their existing partnerships. How they've treated others predicts how they'll treat you.

Strategic partnerships thrive when both parties recognize they can achieve something together that neither could achieve alone.

Partnership formation mistake: Moving too quickly from idea to contract without testing collaboration in smaller, lower-risk projects.

Before formalizing any partnership, do a 'values audit.' Where might your core principles create friction under pressure?

The best strategic partnerships aren't formed during formal meetings but through joint problem-solving on real challenges.

In partnership discussions, pay attention to how decisions get made. Aligned processes matter as much as aligned goals.

Strategic partners are those who serve the same customers but in different ways. Map your customer journey to identify partnership gaps.

Partnership red flag: When discussions focus more on structure and splits than on what you'll create together for customers.

Most strategic partnerships fail in their first 90 days. Plan for early wins that build trust before tackling bigger objectives.

The partnership formation sequence: Shared small project → Evaluate results → Expand collaboration → Formalize relationship.

When forming strategic partnerships, focus on complementary values first, complementary skills second, and complementary audiences third.

Most profitable networking models involve tiered access—free, basic paid, and premium levels that serve different member needs.

Profitable networking requires clear measurement. Track customer acquisition costs, lifetime value, and engagement metrics.

The networking business model shift: From one-off events to ongoing community with multiple touchpoints and revenue streams.