We encourage members to become involved with other networking groups.

I have been involved in a number of networking groups over the past 10 years.  During this time, I have seen some rise and fall.  I was fortunate to start out with a terrific group when I was in New Jersey, the career group of the FEI, when it was run out there back then by John Gillespie.

Here are things that you should consider:

• Does it add to my current group(s)?  If you are in a functional networking group, consider becoming part of a cross-functional group.  Vice versa.  If part of a group geared towards members currently employed, a group oriented towards people in transition could give you better advice when you are in the hunt.  Vice versa here too.  Another group to consider is any that has a strong industry focus, such as turnarounds, or M&A.
• What level of people attend?  You would like a mix of those above, at and just below.  Have a mix of people you can learn from as well as people you can help.
• How is the group funded?  Free sounds appealing, but it can have a price, especially in terms of time or missed opportunities or missed advice.  Your major cost is your opportunity cost.  Each day is another day of opportunity costs.  Paying dues hurts, especially when in transition.  However, groups with dues can focus more on what members want.  Those for free have to make money somehow and can have other focuses contrary to the member wishes, such as:
  • Outplacement.  When the money is made by providing outplacement on the side, that means the best career advice can be kept in the back pocket and never seen by the general membership.
  • Consulting.  When money is made via a separate consulting group, that takes up more time, especially as the practice grows.  Success becomes a problem.  The group grows.  The consulting practice grows.  The core mission of the networking group may get less and less of the attention it needs, even though it too is bigger. 
  • Search fees.  Obviously this does not help the cause for generating leads
• How does the head of the group make a living?  That will clue you in on any bias in the focus and any inherent conflict.  In particular, watch out for when the head of a group loses his job.  On several occasions, groups have started a downhill slide when the head of a group loses his/her job.  Suddenly the focus changes.   
• Do employed people attend?  Especially important if it is a functional group.
• What resources does it require?  By resources I mean in particular time.  Time is your most valuable commodity. 
• What information does it provide?  What will you learn about job skills, job leads and career advice?
• How well does it serve the outside constituencies?  For example, if you were a recruiter with a lead you want, would you likely turn to this group?  Is the group too small or too large?  Does it protect the recruiter interests?

Whatever you do, try some other groups out.  Use these ideas as a guideline to quickly get under the hood and know what your are getting into.  Ask other FLA members about the group.  They can get you up to speed quickly and let you know if a group is up to snuff.  Do what is right for you.

At FLA, we take what has been learned over a decade of experience, seeing groups rise and fall, to give you the best of all worlds.  Thanks for your support!