playbook-networking

name	playbook-networking
description	Use when designing or improving a Networking operating playbook with roles, ordered actions, controls and measures. Use platform skills for channel plans and strategy skills for upstream direction.
metadata	{"portable":true,"compatible_with":["claude-code","codex"]}

Networking and Referral Playbook

Use When

• Build or improve a repeatable Networking workflow for a client or delivery team.
• Turn an approved objective into roles, controls, handoffs and measurable actions.

Do Not Use When

• The task is a single-channel presence plan; use the closest platform-* skill.
• The task is upstream positioning or channel choice; use the closest strategy-* skill.

Required Inputs

Artefact	Source/provider	Required?	If absent
Objective, audience and success measure	Approved client brief or accountable owner	Yes	Stop and request the missing decision
Current workflow, assets and performance evidence	Team records, platform exports or supplied artefacts	Conditional	Label the baseline unassessed and use a minimum viable workflow
Roles, budget, timing and approval limits	Delivery owner	Yes for execution	Produce a draft only; do not schedule, spend or publish

Capability and Permission Boundaries

Read supplied artefacts and search relevant evidence. Treat review, audit and planning as read-only. Editing the requested draft is allowed; publishing, messaging, production changes, personal-data processing, spending, destructive actions and certification claims require explicit authority. Use network access only for authorised verification.

Degraded Mode

If accounts, files, network, rendering or current evidence are unavailable, return the narrowest useful qualified Networking playbook plus an evidence-gap list. Mark each unavailable check not assessed; never convert it into a pass.

Decision Rules

Condition	Action	Failure or risk avoided
A contact has no mutual relevance or permission for follow-up	Do not add them to a sequence	Transactional spam disguised as networking
Inputs and authority are complete	Produce an execution-ready playbook	Unowned actions and hidden assumptions
Evidence or tooling is incomplete	Produce the narrowest qualified draft and a gap list	Treating an unassessed check as passed
Action publishes, spends, contacts people or changes production state	Require explicit approval before action	Unauthorised external impact

Workflow

1. Confirm the consumer, objective, market, decision owner and permission boundary; stop if the objective or owner is missing.
2. Inspect supplied evidence and verify volatile claims; record missing inputs rather than filling them with assumptions.
3. Apply the decision rules, preserve useful existing material and draft the Networking playbook.
4. Test each action against platform, privacy, safeguarding, brand and approval constraints; stop and escalate a blocking risk.
5. Run the quality and anti-slop gates. If a check fails, correct the draft and rerun it before handoff.

Outputs

Artefact	Consumer	Acceptance condition
Networking playbook	Client owner and delivery team	Uses named inputs, assigns actions, states decisions and contains no unverified specifics
Assumption and gap register	Approver or next workflow	Every missing source, unassessed check and required approval has an owner or next action

Evidence Produced

Evidence	Format	Acceptance condition
Decision and verification record	Inline table or appendix	Each material choice traces to an input, source or labelled assumption
Release-gate result	Completed checklist	No blocking policy, factual, permission or anti-slop finding remains

Quality Standards

Use British English and the specified market context. Recommendations must be executable with the stated capacity, current claims must be verified or qualified, and acceptance conditions must be observable. A worked example must use a labelled scenario, not fabricated client evidence.

Anti-Patterns

• Inventing a client fact, benchmark, budget or approval. Fix: cite the source or label the assumption and its effect.
• Copying one channel or client pattern unchanged. Fix: tie each choice to the named audience, objective and evidence.
• Stating volatile platform or legal details from memory. Fix: verify the current official source or omit the claim.
• Treating an inaccessible account, file or metric as healthy. Fix: mark it not assessed and bound the conclusion.
• Publishing, spending, messaging or changing production state from planning authority. Fix: obtain explicit action authority.
• Delivering actions without owner, timing or acceptance. Fix: assign all three or return the item as an unresolved gap.

References

• Anti-AI-slop production gate
• East African English standard
• Use the directly cited sources and companion skills in the domain guidance below; verify time-sensitive claims before use.

Required Input

Before generating any deliverable, ask for:

• Client business name
• Industry / sector
• Country or city (default: Uganda / East Africa)
• Primary goal (new client acquisition, referral activation, community presence, or all three)
• Current networking activity (if any)
• Budget and time available per week for networking activity

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Part 1 — Why Networking First

In the East African market — and for independent professional service businesses globally — word-of-mouth is the single most effective and lowest-cost marketing method available.

"A satisfied customer tells three people about a positive experience over one month. An unhappy customer tells seven people about a bad experience within one week." — Edwards, Edwards and Douglas (1991)

Networking is the deliberate, systematic management of the relationships that generate word-of-mouth.

The Time-Money Marketing Continuum (Edwards et al., 1991):

• High time / low money: Networking, speaking, referral cultivation, content creation
• Low time / high money: Paid advertising, direct mail, sponsored placement

New businesses and independent practitioners should start at the high-time/low-money end. Migrate toward paid channels only when revenue allows.

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Part 2 — Event Networking: 14 Rules

(Adapted from Edwards, Edwards and Douglas, 1991)

1. Set specific goals before each event — e.g., "I will have three substantive conversations and leave with two follow-up commitments."
2. Arrive early — groups have not yet formed; it is easier to meet people one-to-one.
3. Prepare and practise a clear 30-second answer to "What do you do?" (see USP Pitch in biz-dev-positioning).
4. Listen more than you talk — ask questions that draw the other person out.
5. Focus first on how you can help others — not on selling yourself.
6. Write a note on the back of every business card immediately after the conversation — what was discussed, what you promised to do.
7. Follow up within 24–48 hours. Not "we should have coffee sometime" but "I'll call you on Thursday."
8. Build a follow-up system — a spreadsheet or CRM with contact date, next action, and deadline.
9. Join organisations actively — volunteer for committees, not just attend as a passive member.
10. Refer others freely and specifically — reciprocity is the currency of networking.
11. Show up consistently — be known as someone who is always there, not someone who appears occasionally.
12. Choose organisations strategically — attend where your best clients and best referrers already are.
13. Do not hard-sell at networking events — the sale happens in the follow-up, not at the event.
14. Create your own group when existing options are inadequate (see Part 4).

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Part 3 — Referral Activation: Three Strategies

Strategy 1 — Active Solicitation from Existing Clients

Do not wait for referrals. Ask for them explicitly and specifically.

Script:

"I'm glad the work has been useful. I'm looking to work with more businesses like yours — specifically [describe the ideal client]. Do you know one or two people I should be speaking to?"

Rules:

• Ask at the peak of client satisfaction — immediately after a successful delivery, not at renewal time
• Be specific about who you are looking for — "anyone" produces nothing; a description produces names
• Follow up the referral immediately and report back to the referrer ("I spoke to James — thank you for the introduction")
• Express genuine gratitude — a handwritten note or a small gift is remembered

Strategy 2 — Gatekeeper Cultivation

Gatekeepers are not clients; they are the people who connect you to clients — lawyers, accountants, architects, event organisers, trade association officers, journalists.

Steps:

1. List the five professional categories most likely to encounter your ideal client before you do
2. Identify 2–3 named individuals in each category
3. Make first contact through introduction or shared event — not a cold pitch
4. Build the relationship with value first: refer work to them, share useful information, invite them to relevant events
5. When the relationship is established, explain what you do and for whom — and ask if they know anyone who fits that description

Strategy 3 — Reference Letters and Endorsements

A written reference from a respected client or partner functions as a referral that works without the referrer being present.

What a useful reference letter contains:

• Who the client is and what context they know you in
• The specific problem you solved
• The specific outcome you delivered (with numbers if possible)
• A direct statement that they would recommend you
• Permission to use it in proposals and on your website

Collection process: Ask for a reference letter within 2 weeks of completing a successful project. Provide a brief template to make it easy. Never wait 6 months — the experience will have faded.

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Part 4 — Creating a Referral Group: 7 Steps

(Adapted from Edwards, Edwards and Douglas, 1991)

A referral group is a small, structured gathering of non-competing professionals who refer business to each other systematically.

1. Define the niche: What sector or client type will this group serve? Be specific.
2. Identify 8–12 founding members: Each should bring a complementary (not competing) service. Example: social media consultancy, accountancy firm, legal practice, web design studio, print/branding supplier, business coach.
3. Set a fixed, recurring meeting time: Monthly is the minimum; fortnightly is optimal. Same day, same location.
4. Create a referral-sharing structure: At each meeting, each member describes their ideal client for the month and reports on referrals given and received.
5. Keep meetings focused and short: 90 minutes maximum. Assign a facilitator.
6. Rotate hosting duties: Distributes the commitment and builds ownership.
7. Track referrals generated: Record the source, the recipient, and the outcome. Quantify the value. This keeps members accountable and demonstrates the ROI of participation.

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Part 5 — The Follow-Up System

"Follow-up is 80% of networking. Most people follow up zero times. One follow-up puts you in the top 20%. Two follow-ups puts you in the top 5%." — Pinskey (1997)

Minimum follow-up system:

Contact Type	Follow-Up Action	Timing
Event meeting	Personalised message referencing the conversation	Within 24 hours
Referral received	Acknowledgement to the referrer; introduction message to the lead	Within 48 hours
Proposal sent	One follow-up call	5–7 business days after sending
Past client, inactive	Check-in message with relevant news or resource	Every 90 days
Referrer (gatekeeper)	Value touch — article, invitation, relevant introduction	Monthly

Tools: A simple spreadsheet works for under 100 contacts. Any CRM (Hubspot Free, Notion database, Google Sheets) works for more.

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Part 6 — Deliverables This Skill Can Generate

1. Networking action plan — target organisations, events, and individuals for the next 90 days
2. 30-second USP pitch — prepared answer to "what do you do?" (links to biz-dev-positioning)
3. Referral activation script — exact words to use when asking existing clients for referrals
4. Gatekeeper target list — 10–15 named referral sources with cultivation plan
5. Referral group design document — founding member profile, meeting structure, referral tracking log
6. Follow-up schedule — tailored to contact type, with message templates

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Quality Criteria

Good output from this skill:

1. The networking action plan names specific organisations and events — not generic "networking events"
2. The 30-second pitch is specific, benefit-led, and memorable — not a job title
3. Referral scripts are direct and comfortable to say aloud — not awkward or pressuring
4. The gatekeeper list identifies professionals in roles that actually precede the client's buying decision
5. The referral group design includes a tracking mechanism — not just a description of who attends
6. All follow-up timings are specific (24 hours, 48 hours) not vague ("soon")
7. Content is adapted to the Ugandan/East African relationship-first business culture

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References

• Edwards, P., Edwards, S. and Douglas, L.C. (1991) Getting Business to Come to You. Los Angeles: Tarcher.
• Pinskey, R. (1997) 101 Ways to Promote Yourself. New York: Avon Books.