Just because you've reached the C-suite doesn't mean you no longer can benefit from networking.
Many senior leaders will tell you that it was their command of technical expertise and ability to achieve organizational goals that helped them rise through the ranks at their companies. What they often fail to mention—or even realize—is that networking played a critical role in their advancement.
What's more, once they reach a certain level, few managers grasp that maintaining their seat at the table involves maintaining key relationships. That requires even more networking—exchanges and interactions with a diverse array of current and potential stakeholders.
The bottom line is that networking remains important throughout our careers. At the C-level, though, networking takes on new meaning. It's no longer just about reaching out to friends and family for help landing a new job. Instead, executives use networking to manage current internal responsibilities, boost personal development, and open their eyes to new business directions. Here are a few ways to improve your knack for networking.
Broaden your inner circle
After you've climbed your way up the career ladder, it can be tempting to only rub elbows with the other people at the top rung of your organization. But that's a mistake. You need to maintain a broader view of the business from this higher vantage point.
Networking with people inside your company but at a different level is imperative. Don't devalue people with less experience or less clout. You can start by maintaining relationships with people you've previously managed. Also consider mentoring high potentials in your organization. Both of these cohorts may possess useful insider knowledge from the front lines. Further, they may be the ones managing the company in the future.
Seek out strangers
Contacts outside your company will start to matter more to you as your career excels. Target some industry leaders you want to add to your network. No doubt, high-profile figures will top your list, but these folks often are difficult to reach. Two strategies can tackle this problem.
First, go for silver rather than gold. In other words, you don't need to reach out to the number one expert in a particular area. Consider Olympic medal winners: Typically, the silver medal winners are just as good as the gold medalists; they just had a bad day. The good news is that these people often are easier to access, so adding them to your network is more realistic.
Second, instead of focusing on one person, think of a category of people, such as experts in diversity and inclusion. Once you have a larger list, start to approach them one by one until you find the person who fits best into your network.
Another way to widen your network is to engage the competition. Because leaders at competitor companies likely share common goals, they may have access to new resources. By reaching out, you also open the door to collaborative possibilities. In addition to building contacts with competitors at industry events, it's a good idea to keep in touch with colleagues who have moved on to other companies.
Leverage social media
Many C-level execs think social media doesn't really apply to them. In fact, data from CEO.com found that more than 60 percent of Fortune 500 CEOs have no personal social media presence whatsoever.
But senior execs should be using social platforms as a broadcast channel for thought leadership. (Think: Engage in Twitter chatter with key players in your industry.) More importantly, leaders need to focus on how to use social media to build relationships outside of the digital space. (Think: Use LinkedIn to message people and set up meetings.)
For busy leaders who can only spend a few minutes a day honing their network on social media, career coach Erica Breuer offers two simple actions:
- Engage your core group. Pinpoint a list of 20 or so people important to your career, company, or industry. Click on two or three a week and "like" their posts or endorse their skills.
- Share good content. Scan your feeds for the most interesting or expert articles you can find. Share the article with a quick comment on why you think it's useful.
Make relationships reciprocal
Networking is two-way street. Sadly, people approach networking with an idea of what they hope the other person might do for them. For instance, during an ATD webcast, "Stand Out: Networking," presenter Dorie Clark said that one of her pet peeves was when people say, "I'd like to pick your brain," because it sounds like a one-way extraction of information.
That's the wrong attitude. Networking is like any other aspect of business: You have to give before you can expect to get. You have to invest. As you start giving, you'll start to see the payback.
Close the loop
You have a pile of business cards in your drawer and several new connections on LinkedIn. Now what? A major mistake even C-level leaders make is failing to follow through with new contacts. But if you don't do something with the connections you've created, you might just as well have never met them.
When someone worth adding to your network gives you her business card, follow her on social media. When you hear about an interesting event that you both might benefit from, send an email to tell her about it. If you decide to attend, send another note to ask if she'll be there and set up a coffee meeting. If you receive a piece of advice from a mentor or VIP, put it into action. Then send the person a follow-up message describing your experience.
Even if it's only a comment on a blog post, regular contact shows that you're still thinking of them—and still believe you have interests in common. The key takeaway here is that relationships aren't built once; they're rebuilt constantly over time.
How to Ask for a Networking Meeting
Here are five factors that Sue Kaiden, manager of ATD's Career Development Community of Practice, says to keep in mind when trying to add someone to your inner circle.
Common bond. Open your request for a networking meeting with your common bond. Maybe you went to the same university or both know a certain colleague. Whatever the bond, be sure to mention it right away.
Flattery. The reason you want to meet with someone is because he has information or knowledge that may be helpful to you. It's OK to compliment the individual on his expertise and stroke his ego.
Credibility. Tell the person a little bit about yourself. Share details about your training and work experience—but just enough so he has a feel for your background and is enticed to meet with you. Try to address why the other person would enjoy meeting you and how the connection may benefit him.
Call to action. This is what networking experts call "the ask." Be sure to keep your request simple, specific, and digestible. For example, ask for a 20-minute call to discuss a certain trend in the industry. This will make it easier for the person to say yes.
Closing. As you close your request, keep the ball in your court. Let your potential contact know that you will follow up in a few days to arrange a mutually convenient time to meet or have a conversation online or over the phone.
Read more from CTDO magazine: Essential talent development content for C-suite leaders.
