I was recently helping a colleague who was preparing for a job transition. As part of that discussion, we found ourselves brainstorming firms, roles and contacts relevant to their next steps. At some point in the conversation it struck me that building a professional and personal network is both a skill and an investment that takes time and consistent effort.
One’s network represents a regular investment in order to establish a spider web of contacts to rely on for help or advice. As such, it is not a short-term or transactional set of relationships, but instead involves listening, offering and acting for the benefit of others to create a lasting network.
I learned this lesson in a big way about 20 years ago when I was working remotely for a firm that was based two time zones away. When the role ended, I was left with a lot of great contacts and offers of help that were not aligned with where my wife and I wanted to live, work and, ultimately, establish long-term roots. As a result, it took more effort and a longer timeframe to find my next role, and when I did, I made a commitment to establish and maintain a network.
Whether you presently have a need or not, I recommend cultivating your network by focusing on three areas.
Internal
First, in any organization, meeting with colleagues to understand the structure, norms and way to get tasks done is a typical right of passage in the early stages of one’s tenure in a new role. This network is expanded by virtue of working on project teams and collaborating with colleagues to achieve one’s goals and assigned deliverables.
Further, these relationships may expand geographically or across business units as a result of a new role assignment or professional development program or by working on a specific business issue.
As a young manager, I vividly remember attending my first leadership development program for three weeks and coming away with a new network of 30 colleagues from around the globe. Those relationships paid dividends over the years when I needed specific expertise or local influence to solve issues.
External
With one’s internal network established inevitably, colleagues moving to other firms leads to a burgeoning external network. This transition is highly relevant to the expansion and strength of one’s network by building industry and functional contacts. These contacts are now ready-made and can be used to compare notes in order to solve business questions, evaluate a sector’s competitive landscape or facilitate recruiting for talent, including navigating your own career.
The best aspect of an external network is having colleagues who can provide an objective perspective that is credible because they know you and your industry.
Additionally, an external network can extend to alumni affiliations whereby there is a shared experience by virtue of one’s college, major or extracurricular activities. For example, I was recently on a virtual panel for my undergraduate alma mater, Union College, with a group of current students who were seeking advice on approaches to find internships and their first jobs. My advice was straightforward: “When you reach out to an alumnus and explain that you are looking for advice, they will absolutely take your call because of our common bond.”
Further, we discussed approaches like having an agenda, posing relevant questions and being mindful of time when making these contacts.
Give back
Whether it is an alumni or professional affiliation, the third type of networking experience is where we give back our time and energy.
As we make progress professionally and reflect on the network contacts who have helped us along the way, be it through independent advice, helpful connections or to advocate for us, giving back through one’s network is a great way to complete this circle. I think of this type of reciprocity as a way to say “thank you” by helping others with career direction and ongoing guidance.
Actions
As you build your three types of networks, evaluate both the range and quality of these connections. For example, take stock in the types of contacts you have in your network, including peers, subject matter experts and relevant stakeholders. Next, evaluate the state of those relationships by assessing whether they need to be further developed, maintained or rejuvenated. Third, ask yourself who you are missing from your network who would add to its breadth, diversity and strength. Last, allocate a regular and planned amount of time on the order of 5 percent per week to make contact with and stay updated with your network.
Greg Friedman, vice president of people and organizational development for Foundation Medicine, puts this skill in perspective: “Networking doesn’t need to mean traveling to far away conferences. The best networking opportunity has always been the one right in front of me. Connecting with and building trust, credibility and friendships with the colleagues I work with every day, and keeping those relationships healthy and close during and long after our formal work, has resulted in a decade’s strong network that has been priceless to me.”
These contacts may not be needed today. However, they will be there for a rainy day when you can use a fresh perspective.
David DeFilippo is principal of DeFilippo Leadership Inc. and an executive coach at Harvard Business School. To comment, email editor@clomedia.com.
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