Susan Knox of Corporate Connections is a tenth generation Georgian, with an exceptional reputation and network. I am so pleased to have her on the ITB Partners Team as her business is unique and her personal story is compelling. In fact, I thought you would find her story so interesting, I convinced her to sit for an interview. This is the third installment of our discussion.
Jim: “What is your motivation? What gets you out of bed every day?”
Susan: “Number one, I love having great people around me. When I say great people, I mean people with integrity, who are smart, and ask ‘how can I help you first.’ They aren’t takers. They check their egos at the door; men and women, who are genuinely good people. I love having that as my nucleus and I thrive on meeting new people. The capital of my company is my relationships. I think that relationship capital is under-valued currency.”
Jim: “So you wouldn’t call yourself an introvert.”
Susan: “No! I could not do what I do if I were an introvert.”
Jim: “You said you have three brothers, older, younger?”
Susan: “All are older, I am the youngest. I learned a lot from them. My dad treated me like a little princess. He also taught me to be fiercely competitive. I could outrun them, swim across the lake underwater, and not come up (for air) because I was not going to disappoint them.”
“I have a very competitive spirit. I like to win.”
Jim: “How would you describe your clients, is there a common denominator? Industry segments for example?”
Susan: “No, there isn’t. It’s really across the board. I have three companies raising capital, a very big software development company, and a marketing company. My clients also include a Law Firm, a Bank, and a CPA firm. My Network and my clients are much the same. I work with them on retainer until they feel they have gotten what they need and then flip them into the Network, my board. My clients are a feeder system for my Network. I want to make sure the members of my Network, work well together. When I started my network membership, almost two years ago, I did not want to become industry-specific and have one member per category. It is not a leads group at all. It’s totally about relationships and bringing people together that can be top of mind, where likes attract likes is the kind of group I wanted to build.”
Jim: “What was involved in creating Corporate Connections?”
Susan: “Well, I will never forget my first meeting. I invited people I knew well. I called it “An evening of introductions.’ I am still using this title today. Nobody knew what to expect, because there was nothing like it at the time. I was mixing people who should know each other. I served wine and beer and went around introducing them. One of my signatures is to have people introduce themselves (to the group). There is nothing better than knowing who is in the room with you so you can immediately pick out someone to meet. I learned early on to combine socializing with facilitated introductions, and then to follow up.”
“Through the years I’ve learned to give people the most for their time. I learned to slow down, work the room, and let people know why they need to know each other. I learned is to make a personal connection; mention that they both like to play golf, or they might be avid tennis players. Maybe their kids go to the same school or they are both Clemson Alumni. I get to know my contacts so I can say something personal about them. It takes some of the stiffness out of the room.”
“I want to know about their passions. A lot of my contacts are willing to give back their time and their money. Some want to be a mentor or to serve on a board. So, for me to know your passion is important.”
“This morning I was with six hundred women who work with children that don’t normally have access to something like Westminster. It is called Odyssey. These women all have a passion for giving underprivileged children a hand up.”
Jim: “That would be an extension on what you are doing with a philanthropic angle?”
Susan: “And, I tell everyone to figure out ‘what your passion is about and go volunteer.’ Get on a board, help with membership. Do whatever it is that you are passionate about.”
TO BE CONTINUED…
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Jim Weber – Managing Partner, ITB Partners
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Jim Weber – Managing Partner, ITB Partners
When discerning the client’s needs, and their framing of it, you’ll want to Validate The Client’s Diagnosis. This step is key for producing later success.
A close friend and associate, John, become a successful independent consultant after leaving his corporate career. His transition was relatively easy as his network was strong, and he was well respected. His network was so powerful that he seldom failed to close a deal where he had a first-party referral. Those referral-based deals launched his career, with a little help from me. His challenge was closing deals when he had a third-party referral or if he had surfaced the prospect. That was an important learning experience for John.
