Your real network, however, is an overgrown jungle with an infinite variety of hidden nooks and crannies that are being neglected.

Your potential for connecting is at this moment far bigger than you realize. All around you are golden opportunities to develop relationships with people you know, who know people you don't know, who know even more people.

There are a number of things that you can do to harness the power of your preexisting network. Have you investigated the friends and contacts of your parents? How about your siblings? Your friends from college and grad school? What about your church, bowling league, or gym? How about your doctor or lawyer or realtor or broker?

In business, we often say that your best customers are the customers you have now. In other words, your most successful sales leads come from the selling you've already done. The highest returns don't come from new sales; they come on top of the customer base you've already established. It's easiest to reach out to those people who are at least tangentially part of your network.

The big hurdles of networking revolve around the cold calls, meeting of new people, and all the activities that involve engaging the unknown. But the first step has nothing to do with strangers; you should start connecting with the people you do know.

Focus on your immediate network: friends of friends, old acquaintances from school, and family. I suspect you've never asked your cousins, brothers, or brothers-in-law if they know anyone that they could introduce you to to help fulfill your goals.

Everyone from your family to your mailman is a portal to an entirely new set of folks.

So don't wait until you're out of a job, or on your own, to begin reaching out to others. You've got to create a community of colleagues and friends before you need it. Others around you are far more likely to help you if they already know and like you. Start gardening now. You won't believe the treasures to be found within your own backyard.

My father, Pete Ferrazzi, was a first-generation American, a Merchant Marine sailor in World War II, and an uneducated steelworker whose world was hard hours and low wages. He wanted more for me, his son. He and I were inseparable when I was growing up (his friends called me "re-Pete" because he took me everywhere with him). He knew I would have a better life if he could help me find a way out of our working-class heritage.

But my dad didn't know the exits. He'd never been to college. He knew nothing of country clubs or private schools. He could picture only one man who would have the sort of pull that could help me: his boss. Actually, the boss of his boss's boss's boss—Alex McKenna, CEO of Kennametal, in whose factory my dad worked.

The two men had never met. But Dad had a clear sense of how the world worked. He'd observed, even from the plant floor, that audacity was often the only thing that separated two equally talented men and their job titles. So he asked to speak with McKenna. McKenna, upon hearing the request, was so intrigued that he took the meeting. In the course of the meeting, he agreed to meet me—but nothing more.

It turned out that McKenna liked me—partly because of the way I had come to his attention. He served on the board of a local private elementary school, the Valley School of Ligonier, where all the wealthy families sent their children; by reputation it was one of the best elementary schools in the country. Strings were pulled, and Mr. McKenna got us an appointment with Peter Messer, the headmaster.

The day I enrolled in the Valley School, on scholarship, I entered a new world that set me on an entirely new course, just as my father had hoped. Over the next ten years, I got one of the best educations in America, starting with Valley School, then Kiski School, Yale University, and on to Harvard Business School. And it would never have happened if my father hadn't believed that it never hurts to ask.

As I look back on my career, it was the single most important act in my life. Moreover, the lesson I learned from my father's action, like no other, informed all that I have done since.

My father simply couldn't be embarrassed when it came to fulfilling his family's needs. I remember once we were driving down the road to our home when Dad spotted a broken Big Wheel tricycle in someone's trash. He stopped the car, picked it up, and knocked on the door of the home where the discarded toy lay waiting to be picked up.

"I spotted this Big Wheel in your trash," he told the owner. "Do you mind if I take it? I think I can fix it. It would make me feel wonderful to give my son something like this."

What guts! Can you imagine such a proud, working-class guy approaching that woman and, essentially, admitting he's so poor that he'd like to have her garbage?

Oh, but that's not the half of it. Imagine how that woman felt, having been given an opportunity to give such a gift to another person. It surely made her day.

"Of course," she gushed, explaining that her children were grown and that years had passed since the toy had been used.

"You're welcome to the bicycle I have, too. It's nice enough that I just couldn't throw it away..."

So we drove on. I had a "new" Big Wheel to ride and a bike to grow into. She had a smile and a fluttering heart that only benevolence breeds. And Dad had taught me that there is genius, even kindness, in being bold.

Every time I start to set limits to what I can and can't do, or fear starts to creep into my thinking, I remember that Big Wheel tricycle. I remind myself how people with a low tolerance for risk, whose behavior is guided by fear, have a low propensity for success.

The memories of those days have stuck with me. My father taught me that the worst anyone can say is no. If they choose not to give their time or their help, it's their loss.

Nothing in my life has created opportunity like a willingness to ask, whatever the situation. When I was just an anonymous attendee at the Davos Economic Forum in Switzerland, I walked onto a hotel bus and saw Nike founder Phil Knight. Knight was like a rock star to me, given his extraordinary success at creating and building Nike, and the many marketing innovations he introduced over the years. Was I nervous? You bet. But I jumped at the opportunity to speak with him, and made a beeline for the seat next to his. Later, he would become YaYa's first blue-chip customer. I do this sort of thing all the time, whatever the situation.

Sometimes I fail. I've got an equally long list of people I've attempted to befriend who weren't interested in my overtures. Audacity in networking has the same pitfalls and fears associated with dating—which I'm not nearly as good at as I am the business variety of meeting people.

Sticking to the people we already know is a tempting behavior. But unlike some forms of dating, a networker isn't looking to achieve only a single successful union. Creating an enriching circle of trusted relationships requires one to be out there, in the mix, all the time. To this day, every time I make a call or introduce myself to people I don't know, the fear that they might reject me is there. Then I remember the Big Wheel my father got me, and push ahead anyway.

Most of us don't find networking the least bit instinctive or natural. Of course, there are individuals whose inherent selfconfidence and social skills enable them to connect with ease.

Then there are the rest of us.

In the early days at YaYa, I was worried for the company's survival. For the first time in my career, I had to reach out to a lot of people I didn't know, representing an unknown company, pushing a product that was untested in the marketplace. It was uncomfortable. I didn't want to cold-call executives from BMW and MasterCard and pitch them my wares. But you know what? Pushing to get into BMW was not that difficult when the alternative was laying off a bunch of my staff or failing in the eyes of my board and investors.