Networking is a buzzword people love to throw around. But what does it really mean?
it doesn't have to feel forced
While networking may feel intimidating initially, especially for introverts, it can be a powerful tool for career growth. I remember attending a Young Professional’s event in Louisville, Kentucky as a shy and eager graduate student - dressing in professional attire, holding a folder with my resume, and trying to convince myself I was capable of walking up to strangers in an unnatural setting and initiating a natural conversation. I viewed networking as something that was formal and intimidating, but it does not have to be this way.
it can be natural
Networking can take various forms, such as the scenario mentioned above, joining associations, and attending conferences and events. However, one of the most impactful ways to begin building your network is through one-on-one meetings with professionals in positions that interest you. These intimate conversations allow for a more personalized exchange of ideas, experiences, and advice. This can be a simple process, but it does require preparation. For example, when I was in my mid-twenties, I was ready to transition from a small, educational tour company to a role with more potential for growth. At the time, a friend of a friend worked in Events & Meetings at KPMG, and she connected the two of us.
This is often an ideal first step: someone you know introduces you to a person in your field of interest, which can break the ice and lead to a meaningful discussion.
To make the most of these opportunities, research the organization, role, and culture beforehand. This preparation will help you develop relevant questions and demonstrate your genuine interest. Sometimes determining what questions to ask can be overwhelming. Researching the organization, the roles you’re interested in within that organization, their culture, and whatever information you can find (YouTube often has relevant videos) - helps to develop questions more organically.
When I later applied to a job within Event & Meetings at KPMG, I was not just a resume, but a known face of an interested applicant who stood out by previously meeting with two representatives within the department - which led to a job offer.
So, what if you don't know anyone in your desired field?
You might be surprised to discover that once you set the intention to network, opportunities to connect with individuals who have ties to organizations or companies that excite you may naturally arise. We are more interconnected than we realize. If your initial reaction is to think, "I don't know anyone I could reach out to," challenge that belief and remain open to the possibilities. Take a moment to consider whether you have faculty members, advisors, neighbors, or other acquaintances who might be willing to assist you in making a connection.
If you find yourself still struggling to identify potential contacts, consider making a cold request. Start by thoroughly researching organizations that align with your interests and see if you can find an employee who you could reach out to. Many companies list contact information on their websites, and LinkedIn messaging can also be a useful tool for this purpose.
When making a cold request, keep two important points in mind:
Craft your message with intention and care, and be strategic in selecting the individual you reach out to. Tailor your communication to demonstrate your genuine interest.
If you don't receive a response, don't take it personally. Remember that professionals often have busy schedules and may not always have the capacity to respond to every request. Move forward and continue exploring other networking opportunities.
By remaining proactive, persistent, and open-minded in your approach, you'll increase your chances of forming meaningful connections.
Preparation is key
In Anna Goldfarb’s insightful New York Times article “The Right Way to Ask, ‘Can I Pick Your Brain?’” she states “it can be difficult or even unrealistic for a busy professional to coordinate bespoke consultation appointments for everyone who asks.” Goldfarb advises to be aware of what your intentions are for having the meeting before going into it. Also, be polite and accommodating. Offer various times, dates, and ways to meet (Zoom, a call, or in-person), and do what is best for them. Additionally, arrive on time, be aware of how long the meeting runs, and if you do meet in person for coffee - offer to buy the coffee.
Goldfarb also stresses the importance of doing your research and coming prepared with thoughtful questions. She quotes Dorie Clark, adjunct professor at Duke University’s Fuqua School of Business and the author of “Entrepreneurial You,” who suggests “If they have given speeches that are online, they have written books, you should, as a gesture of respect to that person, have familiarized yourself with that content prior to speaking with them.”
Preparing somewhere between 5 to ten questions should be sufficient. Think of them more as guidelines for conversation starters rather than questions to mechanically ask in numerical order. Often, one question leads to another that you didn’t write down. You may end up only using one to three of them, which is completely fine. The main goal is to open up space for conversation and connection.
At the conclusion of your discussion, make sure to thank them for their time. Most of us can probably agree that we often feel busy and pulled in many directions. Anytime someone is able to give you their time, it is a gift. In addition, sending a follow-up thank you email after the meeting is an appropriate symbol of appreciation.
stay in touch
Lastly, try to stay in touch with that person. This doesn’t have to be forced and you don’t have to continue reaching out often. It can be a simple “happy holidays” email around that time of the year, or a link to an article you came across that made you think of them.
Each time you do this, it gets easier, and your network gets stronger. No connection is a waste of time. You never know how one relationship may lead to another person or another opportunity.
References
Goldfarb, A. (2019), The New York Times.
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