Network Forward

As a young professional endeavoring to climb the proverbial "career ladder,” the most common advice I received was “grow your network.” While this rarely came with specific instructions, I assumed that a powerful network would be comprised of people who could serve as mentors and connectors. I knew researchers had proven that leaders with effective networks are likely to be in an organization’s top 20% of high performers. Wanting to be amongst that group, I went about the work of developing a network. I approached the process with a strategy to identify people who had expertise, access, or wisdom that would be helpful to me.

Fast forward 20 years. Not only do I have a robust network, one that is invaluable to me, I’ve learned five keys to creating a powerful network.

1. Your network should be diverse: people who think differently than you will broaden your perspective and challenge your assumptions, both of which will grow you as a leader.

2. Your network should be open. Open networks include people who don’t know each other. Why does that matter? You can be the connector! When you can introduce people in your network to one another, your own influence grows. While a closed network can be more comfortable, it increases the chance of group think vs. an open network, which encourages innovation.

3. Your network should be deep. (Wilburn, Phil, Leadership Networks, Exploring the Social Structure of Connection.) There is no point in having a mere acquaintance in your network. Trust is the foundation of any strong relationship. It’s no different with the people you include in your network. You must have a level of trust that allows you to leverage your network effectively.

4. Your network should be dynamic. Just as I’ve learned as a fundraiser, you can only maintain a finite number of effective relationships. That’s the case with your network too. So, clean it out every so often to make room for new connections. An evolving network will keep you sharp and ensure that you have access to new information over time.

5. Last, but not least, your network should be future-focused. The vast majority of people have networks that are reflective of their past. It makes sense, right? It’s the person who helped you get that job, or the person who helped you get connected with someone you wanted to meet. The problem is that those people may not be the same people who can help you get to where you’re going. You don’t need to “unfriend” those who have helped you get to where you are, it’s simply that you need to spend more time building deep relationships with people who can assist you in your future growth.

I didn’t come upon these lessons on my own. I learned them from people in my network! They pointed me to people like Ron Burt, a professor at The University of Chicago, whose extensive research demonstrates people with effective networks tend to be promoted more quickly, enjoy greater career flexibility, and adapt to changing environments more successfully. ("Structural Holes: The Social Structure of Competition. Harvard University Press.") Or Phil Wilburn, who created a Leader Network Diagnostic that analyzes the effect iveness of your network. For these lessons and so many more, I am profoundly grateful for my network. Not only have the people in it helped me grow as a leader, they’ve made me a better person as well.

Ron Burt said, “Instead of better glasses, your network gives you better eyes.” I’ve found this to be true. So, as you contemplate your next career step, start with assessing your network. Does it have the right people in it to get you where you want to be? If not, network forward, and you’ll find yourself with an invaluable tool that will serve you well throughout your life.