I love the feeling of possibility, expansion and adventure that comes with travel – even work travel, which I usually enjoy greatly. But the way I travel for work is different from travelling purely for fun…

Since it’s usually a combination of client work and business development on the agenda, I put much more effort into planning and intentional action before, during and after the trip to really get the most out of it… and ultimately, give me a reason to return.

How I approach networking and BD when travelling for work

Living in Perth, Western Australia means I enjoy all the perks of living in a smaller, coastal city where you can find blue skies, white sand, fresh air and the perfect parking spot most of the time… and it comes with the challenges of being the most isolated city in the world, several hours’ flight to the east coast, and a few hours behind on the clock! Because I work with clients around Australia, it’s important to make it easy for them to connect with me and to actively maintain relationships and networks in a few cities.

Whether visiting a new place or returning to a city I regularly work in, I take a multi-layered approach to building and nurturing my networks, that I have fine-tuned with experience, to suit my tastes and needs.

Here are the 3 key elements of my approach to building networks in new places:

1. Look for connection points

It can feel hard to build a network in a new city where you don’t know many people and where you are just starting to do business (or hoping to). The landscape can seem unknown and the doors closed to you! The most effective way is to spend some time actively looking for natural connection points.

• I think creatively: Every time I go, how will I make the most of it? What am I doing, where is the opportunity? A quick scan on LinkedIn will tell me what is going on that I can connect to, or what topics people are engaged in where I can learn or add value.
• I check my database and send invitations early: Who haven’t I touched base with for a while? Who (contacts, clients, associations) would be interested in what I’m doing right now?
• I ask: Where can I leverage my existing network? People I know may have connections in the new city that they might be happy to introduce me to (I have been surprised and delighted by what this brings!); professional associations I am part of may have a presence or equivalent there, where I can feel at home.

2. Seek efficiency x impact when planning networking

My plans are designed to squeeze all the juice I can out of every hour I spend on my trip (right down to planning how I want to use flying time, which I find to be great thinking time!).

• I plan a combination of experiences for maximum impact – attending an event, facilitating a leaders’ roundtable or hosting a dinner for a curated list of senior professionals, adding value through providing not only valuable content but more importantly, a carefully thought-out networking experience. I throw in a couple of 1-to-1 coffees or walk-and-talks where I can, prioritising clients.
• Where appropriate, I link my on-the-ground activity to my LinkedIn content and connections, to share news and leverage my work with a broader audience – but I don’t overdo it, because my priority is to align with and protect my own and my contacts’ professional brands, not share a million selfies or what I had for breakfast at the airport.
• I make it easy for myself by considering location, time of day, safety and other logistics and work this into my planning – including budget for efficient, safe and convenient travel and accommodation. For example, I work best from a central hub that I can dip in and out of through the day and that allows me to walk to some venues, so I can get some fresh air and a feel for the environment around me.

3. Mix it up and look with fresh eyes

• I actively look for a new experience – like the multicultural International Women’s Day breakfast I attended at the Museum of Contemporary Art in Sydney this year – or the walk-and-talks run by Business Women Australia or Mentor Walks, to experience a new location, chatting with different people and learning something new.
• I always try to eat somewhere new or find a new hidden-away favourite coffee spot, go for early morning walks, even try a dance or yoga class or see an exhibition when I have time. I ask for recommendations from local contacts, or ask them to show me!
• I take a moment to look up and around, notice things, breathe and reflect, be present in the moment. I carry a notebook to capture ideas and thoughts that seem to flow easily when I am visiting other places.

While element #3 might seem to have little to do with networking, it’s actually the most important one… because when you purposely seek out the new, it brings you into the present and this tends to bring out the best in us, I think… an energy that serves our networking interactions and our feelings of confidence and connection when talking to others.

While I haven’t mentioned following up here, this goes without saying – a big part of your BD trip should be attention to the details you discussed with people, through a timely follow-up… and not forgetting to schedule the next touch point to continue to grow the relationship, even before your next visit.

There is so much more I could say! …like knowing how to focus each catch up or meet-and-greet conversation so that you approach it with purpose and so each party gets something of great value from the time spent. I teach this stuff too – so get in touch if you want help creating a personalised plan for you or your team!

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I recently posed the question: Is your mission-critical team being seen?

In 2024, our clients in professional services, resources and infrastructure took a much more strategic approach to team and leadership branding for the people who engage with stakeholders to drive outcomes for the business – and enquiries for 2025 indicate this focus will increase.  

WHY THIS FOCUS on team and leadership brand strategy for professional organisations in the current market?

 Accelerating competition through challenging market conditions and increased AI productivity and communication tools, combined with an increasingly risk-filled, litigious environment where businesses are held accountable to much more, mean that organisations are seeking:

1. A more pro-active approach to reputation value-building and risk mitigation – before a crisis hits.
2. Beyond relying on your track record: The need to stand out, not just for expertise but for the way leaders present themselves and build their ‘voice’.
3. The need to align siloed teams and empower different groups of people to talk about the organisation with confidence.
4. The need to provide cutting-edge, high-engagement and high-impact learning and development experiences to grow leaders and retain the best people.

Find out more about this approach here.

In 2025, I will be facilitating a series of complimentary leader roundtables around the country, to unpack what we’re seeing companies focus in on for brand growth, reputation risk management and culture strategy. In these sessions we will invite key leaders to bring their own insights and share their ideas and challenges with peers.

If you’re interested in co-hosting one of our leaders’ roundtables, either in your city or virtually, get in touch.

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When people ask me what sets one organisation apart from another, I often respond with a question of my own: What’s your special sauce?

You know, that unique combination of ingredients that makes your organisation great—the flavour no one else can quite replicate. But here’s the thing: Can you bottle it? Could you clearly define and communicate what makes your organisation exceptional—both to your employees and the outside world?

If you’re pausing for a moment to think about that, you’re not alone.

Clear on Your Point of Difference

In a world where innovations in technology or pricing strategies are quickly copied, your true point of difference isn’t likely to lie there—at least, not for long. Your organisation’s real magic is far more likely to be about your people.

What do they stand for as a collective? What unique strengths and values do they bring as individuals? How do they connect with clients, build trust, and deliver value?

These questions get to the heart of your brand and culture. But here’s the challenge: how well are you communicating that difference? Because even the most genuine and powerful point of difference needs to be visible to have an impact.

“…even the most genuine and powerful point of difference needs to be visible to have an impact.”

For example, is it easy for your existing clients and referral sources to quickly express your value to their contacts? Are you showcasing your strengths in ways that resonate with new audiences online? Clarity is key – both internally and externally. If you can’t articulate your uniqueness, how will anyone else know it exists?

People as the Living Brand

I’ve seen time and again that brand growth stems from two fundamental principles: trust and visibility. For trust to exist, your brand needs to be aligned, cohesive, and consistently demonstrated through your people.

Think about it: In today’s increasingly virtual and connected world, every word your team members speak, every email they send, and every post they share online is amplified. Gaps in alignment stand out. That’s why clarity on your defining brand values is so important – not just at the leadership level, but throughout your entire organisation.

When your people are included in the process of developing those values, they naturally begin to embody them. This alignment doesn’t just elevate your brand; it builds confidence in your team. Employees who feel connected to a clear and meaningful brand and culture are empowered to communicate with stakeholders in a way that inspires trust.

From collaborating internally, to delivering client service, to building thought leadership online… every touchpoint becomes an opportunity for your team to reflect the essence of your organisation’s ‘special sauce’ – when they are clear and confident on what it is and why it matters.

A Recipe for Growth

So, here’s my challenge to you as a leader:

1. What’s your organisation’s special sauce?
2. Who in your organisation would describe it the same way you do?

If the answer to the second question isn’t everyone, then it’s time to dig deeper. It starts with clarity—getting everyone on the same page about what makes your organisation unique and valuable.

When your team truly understands and embraces your brand and culture, they become a cohesive force, united by a shared understanding of why their work matters. And that, more than anything, is what will drive sustainable growth and set you apart.

Your special sauce isn’t just about being different; it’s about being clear about why that difference matters. So, what’s in your bottle?

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Too often, as an advisor and facilitator, I’ve seen extraordinary amounts of money and value left behind, because of a lack of strategic thinking.

Leaders – are your teams leaving money and value on the table… or even wasting money, because of where they are spending their attention and time?

Here are some examples I see on the regular!

1. The up-and-coming department coordinator who isn’t yet across the whole business, or how leaders think.

Example: This go-getter has recently been promoted to, or come in at, a senior role that is quite new to them. Sure, they have acquired a qualification in the field and maybe a few runs on the board, but they are still learning the depths of complexity and strategic thinking required to understand how what they focus on affects the whole business. Moreover, they are proud of achieving their recent status and top of mind for them is proving themselves  – which often translates to proving ‘I don’t need any help’.

Consequence: Unfortunately, their excitement can look like overconfidence and decision-making that is not based on the full picture; their insecurity can make them a roadblock for getting important information to senior leaders who need to make informed strategic decisions. Insightful strategic reports from the outside consultant, who has been engaged to provide expertise, are not passed on to leadership by the account manager, forcing the consultant to choose between going over their head or surprising the exec team when they reference the report in a leadership meeting! Not an efficient use of the consultant’s OR the leadership team’s time… and worse, important insights and recommendations fall through the gaps.

2. The senior program manager with a technical background, who doesn’t get the BD.

Example: A brilliant senior project or program manager who truly understands the industry, making them a great asset to the organisation. They can really get into the ‘head’ of the target market. However, they do not wear a BD or marketing ‘hat’ when developing or promoting their programs – they are not naturally oriented towards this way of thinking, they are not trained in this space and not held accountable to client acquisition or revenue goals. Typically, they manage an education or networking event program that is central to the organisation’s brand-building and growth goals – yet the program manager may not even be aware this is the ultimate purpose of the program.

Consequence: The turnout and turnover are not what they could have been / Game-changing educational content that would make the organisation more competitive doesn’t reach enough of the staff or the learning isn’t embedded well  / Networking and value-add opportunities among the clients and business community are not leveraged / The program fails to achieve its brand-building and/or BD objectives.

3. The relatively junior event planner who has been (wrongly) tasked with running your marketing and stakeholder communications, too.

Example: I’m booked to give a keynote or run a workshop for a networking/professional development event. I provide promotional ideas and value-adds around the presentation. These are often free, low-cost, or a money-making opportunity for the client, such as a ticketed Masterclass or content for their blog/podcast/social media. However – these suggestions are forgotten/ignored by the junior team responsible for putting the event together (even when prompted during pre-meetings) – because they’re not across marketing strategy.

Consequence: See #2 above. Also, essential strategic links between event programs and core marketing objectives and target audiences are not achieved.

Solutions

Leaders – don’t forget that most of your staff don’t think like you! They come from a different area of expertise or experience, and most likely a different motivation.

That means you must lead a coordinated, cross-functional approach to strategy, brand, sales/BD, marketing, stakeholder communication, networking, and learning and development.

You must make strategic objectives and expectations of teamwork clearly known to department and team leaders.

You must ensure your line managers are equipped to make strategic decisions and that they bring their teams along to achieve goals, holding them accountable for results. And you must give them the space, support and time in their roles to achieve this.

Make this a part of the culture right through the organisation, requiring an aligned, clarified, goal-oriented approach.

Then equip your people to spot and respond to opportunities, through people development that stretches them to think strategically and problem-solve across the business… not operate in little siloes focused on protecting their domain!

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Which team in your business is mission-critical?

You could rightly argue that every team is essential to the organisation’s success… but there is probably a narrower cohort that are critical to your current objectives and strategy.

• Your sales/BD team.
• Your team of advisors in a strategic growth focus area.
• The team targeting a new market share.
• The team leading a pivot or positioning change in the business.

It’s likely that for your mission-critical team to succeed, they need to be SEEN.

REALLY seen.

Industry example: Energy & Resources

Mining is the classic example of an industry faced with changes in strategic focus, in products and services, and even in how they are seen!

Energy and resources are in the spotlight during a time when every business needs to demonstrate greater accountability for ESG and sustainability; they are tasked with leading the ‘green energy transition’ and ambitious climate goals.

For many energy and resources organisations, the people developing new, greener business make up the mission-critical teams. The challenge for these newly-formed teams, undertaking and selling new work, is essentially to make a name for themselves – not only to be known among competitors and by important external stakeholders for what they can offer, but to prove their value internally with shareholders, board, executive and others within the organisation.

Whatever your industry – here are some starting points to assess whether your mission-critical team is being seen (and in the right way!).

Being seen EXTERNALLY = Making a name for yourselves among stakeholders and audiences

• Engaging, listening & responding: Is your critical team actively building relationships with new stakeholders and audiences, or with current stakeholders and audiences in new ways? Do you have an organised approach to this, a plan, accountability?
• Demonstrating transparency: Is your critical team sticking to authentic messaging about who we are, what we are currently doing and what we hope to achieve? Are they empowered to answer questions posed to them by media and social media communities?
• Reinforcing a strong brand: Is your critical team crystal-clear on how to articulate the brand and culture – who we are in business – and do they understand how everything they do and say either builds or breaks down that perception?

 Being seen INTERNALLY = Proving yourselves with shareholders, leaders and staff

• Why this: Demonstrating to the ultimate decision makers that a new strategic arm of the business is going to work is a foundational first step, mostly hashed out at board and executive level. Your critical team then has the job of proving the point – are they armed with the strategic thinking skills to reach goals in unchartered territory? And what support might you need to ensure everyone is clear on the most important thing to communicate about ‘why this’?
• Why us: Particularly with a new team or a team with a new focus, proving yourselves as a team is no small task. Ask yourselves as a team, ‘Why us?’ Why this particular group of experts, advisors or BDMs to do this job? Give your team the opportunity to reflect on the value they each bring to the collective, and how they can lead with that. (Guiding this exploration is one of the best parts of my job, because everyone is rewarded!)
• Who needs to know? Find structures to share your team’s expertise, plans, projects and wins with the wider organisation. How can they educate, inspire, or collaborate more widely? Bring everyone along for the journey to increase visibility and support for your team.

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“Build it and they will come.”  Seriously?

I’ve always disapproved of this saying, not only because it’s the worst business advice ever (a close second being ‘It doesn’t matter if no-one gets it, as long as YOU love it!’)…

…but also because it gives new entrepreneurs false hope, and career professionals the excuse to wait around and hope to be noticed, instead of clearly communicating what they want and why they should get it.

When it comes to your personal brand, the plan works if you work it.

And the trick people miss is that there IS a plan, beyond the initial work to clarify your brand, and it takes consistent and continual effort to grow your brand by following that plan.

It’s like building a new website but not telling anyone it’s there (through social media, listings, word of mouth etc.). People get so excited about the ‘launch’ of their shiny new website but forget to direct traffic to it, then wonder why they hear crickets. Remember just how BIG the internet is?? No-one knows your little website is there.

To some extent, it’s the same with your LinkedIn profile. A client asked recently whether we needed to change the content of his profile because since we set up his personal brand positioning and optimised his LinkedIn page a year ago, interest had waned. What he forgot in the busyness of his demanding role and everyday life, is that we also set up an ongoing communication plan to keep his target audience finding him on LinkedIn. Now, actioning this plan has become his priority.

Like this client, I work with a lot of senior professionals and businesspeople who don’t need a whole lot of new opportunities, they just want to direct more specific ones. Some of them are also very good at going out and finding those opportunities, making the ask. But all of them say they would like some of the best opportunities to simply find them.

The best plan is a combination of both these approaches. And in order to achieve the bit where they find you, they need to know you are there in the first place – and they need to be reminded.

Your personal brand – in other words, standing out for a specific reason to the right people and then staying on their radar – is not a one-and-done. First set it up with a clear message about who you are and what you bring, and then follow a simple but consistent plan to keep that message front and centre.

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Using a Value Proposition Chart to FOCUS on WHO you are talking to.

Having just completed a sprint of team branding workshops and leadership brand strategy sessions to clarify positioning and value messaging, front-of-mind at the moment is the importance of narrowing your message to a specific audience.

Talking to everyone? No, you’re not.

In presentations on brand communication, I always tell the audience: ‘If you’re talking to everyone, you’re talking to NO-ONE.’

People’s first impulse when asked to identify their stakeholders or client segments is to give me a long list of examples, or simply to say, ‘Well, everyone, really!’ This is most prevalent among entrepreneurs starting new businesses who want to grow their market as quickly as possible. Unfortunately, many of us (myself included, in the early days of starting a business) learn the hard way: When you try to appeal to everyone, or many, your message ends up unclear, untargeted and ultimately… unheard.

When you try to appeal to everyone, your message ends up unclear, untargeted and ultimately… unheard.

If you want to gain traction quickly, keep it focused… just like a laser (many beams targeting one spot). It may seem counterintuitive, but a narrow approach will actually attract wider audiences – even ones you don’t expect. This is because you are ACTUALLY SAYING SOMETHING – and that will appeal strongly to your target audience, and others besides.

A business example

In a recent workshop with an energy client, I asked the group to identify their main ‘buckets’ of stakeholders. This experienced team straight away agreed on the 5 key audiences that they build a presence with, through their work every day. They knew them well – who they are, where they play, what they need from the team.

As we considered each stakeholder group and what the team helps them achieve, it was quickly evident how vastly different the messaging (both in content and language) needed to be to appeal to different groups.

For example, a community stakeholder may be largely concerned with the sustainability of their region: the provision of jobs and the welfare of its people. While this might also be a consideration for an internal stakeholder such as the executive team that our team answer to, the most important point to highlight with internal decision-makers might be how the team’s plan contributes to the company’s strategy to reach commercial, financial and ESG goals.

While the team knew this, taking the time to put the value proposition for each stakeholder into CLEAR WORDS was seen as an important step in empowering them to be more confident communicators when they step in front of these audiences (including online).

Your take-away here

Work with your team to put together simple value proposition chart like the one below, to help clarify some laser-focused messaging – then use the chart as a ‘roadmap’ when planning your communications to these audiences.

Deceptively simple… but difficult to do well. It will require some workshopping, reviewing and improving – and the all-important step of ensuring everyone is on the same page!

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