Networking Basics: growing and cultivating your contacts

Networking is definitely a broad-church term encompassing online/offline; internal/external; work colleagues/friends; and acquaintances/family. But how do we grow our networks without looking narcissistic and shallow?

Ibarra and Hunter (2007) say that networking is about “creating a fabric of personal contacts that will provide support, feedback, insight, resources, and information”. But many managers, from their study of 30 managers, find networking insincere or manipulative and fail to utilise their contacts effectively. Being time-poor is also an issue.

Singleton and Tarnowska (2010) answer to this is that you should learn to cultivate your relationships whether they be from work, school, college, home or clubs. Probe, ask questions, be interested and share information. Keep in touch, and offer relevant information such as thought-provoking articles, and tips, as and when appropriate. There is no point just collecting more and more business cards and LinkedIn contacts if you are not willing to make an effort to build on your relationships.

There is also the issue of working out how to manage your networks. Ibarra and Hunter (2007) suggest that there are three main types of networking: operational, personal and strategic. Operational networking is about good working relationships both internal, such as peers and superiors, and external, such as suppliers and customers, to the organisation. These connections are relatively straight-forward in the sense that everyone is connected to the organisational network so there are obvious synergies in working with one another even if the relationships are not always easy.

Personal networking encompasses connections made through professional associations, clubs, personal interest groups and alumni. These connections are made out of choice. Ibarra and Hunter (2007) state that this group provides important referrals, information and development support. It can also create a good basis for strategic networking. The issues with personal networking are that you are most likely surrounded by like-minded people who you share personal interests with. Therefore it becomes difficult to work out how valuable this type of network is. It can also reinforce mind-sets.

Strategic networking, however, is about creating inside-outside links for future business and functional purposes. These types of connections can be political, but if you are not in touch with the “bigger picture” and aspire to leadership roles, you can often lose out to someone who is. Strategic networking also requires a lot of time and dedication. It is often one of the reasons given for why women rarely reach a board-level position in an organisation. Balancing the demands of family-life with organisational development is no easy task for anyone.

For the novice networker, Ibarra and Hunter (2007) suggest finding a networking role model and watch and learn. Maybe find an outside interest, say the cinema, and find ways of encouraging it within the organisation and with clients in order to find time to interact with them. Re-allocate your time and workload effectively to find time to network and connect. Nurture your connections. The benefits of networking take time and need constant gardening. In time, it will bloom.

References:

Ibarra H, & Hunter M (2007). How leaders create and use networks. Harvard business review, 85 (1) PMID: 17286073

Singleton, T., & Tarnowska, I. (2010). Take Networking to the Next Level Strategic Finance (February), 19-20