As a connector, you will be seen as a great resource. People will contact you for reasons that may not even be related to what you do as a planner. That doesn't matter. What matters is that you're top of mind - at least in their minds. How do you become good at being a connector? While it's both an art and a science, there is a methodology you can follow.

• Create a system. The essence of your system is a good, usable database. You can use the contacts feature of the Outlook e-mail program or a specific contact management program such as ACT!. If you're a self-proclaimed Luddite, you can use a system of index cards in a box. No matter how you approach it, it is key to be able to systematically access certain information. Once you identify a system, methodically collect information, including:
• typical contact information
• the person's preference of communicating via voice mail or e-mail
• information about the person's job, including special interests related to the job
• some personal information, such as family, birthday, hobbies, and other personal interests.
• Develop a strategy. Decide what you want to accomplish as a connector for each person. Know what you want, and understand that in order to achieve the goal, you need be "of service" in your approach. The second most important part to having a strategy is to make sure that you execute that strategy consistently.
• Determine frequency of contact. How often will you stay in contact with the person? Once or twice a year? Monthly? Quarterly? Include this in a database field.
• Decide upon a method of contact. Some connections will be made proactively in person over a meal or coffee; others will be more passive, such as sending a note, a clipping, or an article of interest. Your method can change as relationships develop. And, of course, geographic distance will have some impact on your method.

Recently, I was a panelist on the topic of being a great connector. Based on the uniformity of the other panelists' comments, I made the spontaneous decision to talk about something completely outside of the normal business realm. I talked about the colorful network of people I've gotten to know through walking my dog on Manhattan's Upper West Side.

I've had great experiences as a connector from this important subculture of my life. One of the most meaningful was being able to introduce someone who had rescued an abused and abandoned puppy to the person who adopted him. The odds of knowing the people on both sides of this story were remote, so being able to connect these two special people was truly a privilege and joy.

My role was highly memorable, and I've had the opportunity to get to know each of them in ways that wouldn't have existed by simply passing each other in the park. I know that someone is thinking, "Nice story, but what's in it for her?" The answer is that everything is in it for me. Being a connector isn't about quid pro quo. It's about being a great resource and being "of service."

Nearly everyone would want to connect the puppy rescuer to the new owner. The trick is to do the same in your professional role. Don't look for linear connections between the resources you offer and what you get in return. Instead, think about how you can expand your horizons.

Lisa Aldisert is a New York City-based management consultant and professional speaker specializing in strategic business growth and leadership development. Her latest book is Valuing People: How Human Capital Can Be Your Strongest Asset. You can e-mail her at lisa@businessgrowth.com or visit her Web site at www.businessgrowthcenter.com.