Networking is the art of building and maintaining professional relationships that can generate future opportunities. Nothing new under the sun, right?
Networking: Building Relationships, Not Just Collecting Contacts
It’s not just about meeting people; it’s about establishing valuable and sustainable connections over time. In the professional world, networking can open doors that would otherwise remain closed—from landing a job that was never publicly posted to finding a strategic partner to launch a new project.
There are plenty of examples. Think of two entrepreneurs who, without knowing it, were destined to collaborate: one with a great idea and the other with the ability to bring it to market. They met at an industry event, kept in touch, and years later, built a successful company together. Or the professional who wasn’t actively job hunting but received an unexpected call because someone in their network thought of them for a position that was never advertised. These stories aren’t coincidences—they are the result of having built valuable relationships.
Immediate rewards in networking don’t exist. Those who approach others expecting instant results will be quickly frustrated. We invest in our network not to gain something tomorrow, but to expand our options in the medium and long term: new professional opportunities, clients, strategic partners, key collaborators, or access to selection processes under favorable conditions.
WANT, CAN, KNOW HOW: The Key Sequence
We often expect our network to help us when we need it, but we rarely analyze whether we’re asking in the right order. A contact’s ability to help us depends on three factors, which must occur in a specific sequence:
1. WANT
Do they genuinely want to help us? If we haven’t nurtured the relationship beforehand, why would they?
2. CAN
Do they have the actual ability to provide the help we seek? They may want to assist, but if they lack decision-making power or influence, their support remains a good intention.
3. KNOW HOW
Does this person have the necessary skills to activate their network effectively? Helping in networking isn’t just about making an introduction between two people. It requires understanding the timing, identifying the right moment to connect someone, clearly and concisely explaining their capabilities, and, most importantly, grasping the context to create the right match between a person’s or company’s specific need and the person who can help. Additionally, mastering communication channels is a key part of this skill. Introducing someone in person at an event is not the same as mentioning them in an informal chat with the right decision-maker or making an introduction via message. Knowing when to send a WhatsApp, when to go for a structured email, or when to follow up without being pushy can make the difference between a connection that flourishes and one that gets lost in the daily noise. Poor timing or improper use of communication channels can cause an opportunity to fade instead of materializing.
If any of these three elements are missing, help won’t come. Expecting favors from contacts who lack interest, capability, or sufficient information is futile.
Let’s take a concrete example. We’ve all met someone with extensive experience and a network full of influential contacts, yet no real interest in helping us. That person could, but didn’t want to. In such cases, insisting will only lead to frustration.
Now, let’s imagine the opposite: a close friend who genuinely wants to help us and even has access to the key person we need to meet, but doesn’t know how to do it. Maybe they send an overly long and confusing email, or mention us in the wrong context or at the wrong time. They want to, and to some extent can, but they don’t know how to activate their network effectively. And if the introduction isn’t done properly, the opportunity is lost.
That’s why the key lies in identifying who fits into each category and acting accordingly. It’s not just about surrounding ourselves with influential contacts—it’s about understanding who is truly willing to help us, who has the power to do so, and who has the skill to make that help effective.
“It is key to understand that the Want-> Can-> Know How sequence is always organic. We can (and should) have stimulated it beforehand, but it must always develop from the recipient. Obviously, we should have activated it before, but sometimes in as simple a way as a phone call or a WhatsApp message. If we had to insist on our calls to action, it is not organic, and its success will be in question.”
Productive Networking? Being Productive vs. Being Unproductive
In a professional context, being productive doesn’t mean simply doing a lot—it means doing the right things at the right time to generate the greatest impact. A productive professional prioritizes effectively, focuses on strategic activities, and builds relationships that provide long-term value. On the other hand, unproductivity is often linked to distraction, lack of focus, and investing time in irrelevant tasks or superficial relationships that lead nowhere. Applied to networking, being productive means dedicating time to cultivating authentic connections instead of merely accumulating contacts without purpose or follow-up. Yes: this is about ROI, although the value of that ‘return on investment’ can vary but is always valuable.
Building and Maintaining Your Network
Networking isn’t something you activate only when you need it. It’s a muscle that must be constantly trained. Building relationships requires generosity and consistency: providing value before asking for it, sharing knowledge without expecting immediate returns, and being present even when there’s no urgent need.
Because networking isn’t about having contacts. It’s about contacts wanting to have you.
Concentric Circles of Value
“We all may have over 5,000 LinkedIn connections, but not all play the same role in our network. Networking functions as concentric circles of value: in the innermost core, there are barely ten people—those with whom we share deep trust and mutual support. As we move outward, contacts can still be valuable, but their impact diminishes.”
Interestingly, there’s often a clear sense of reciprocity in these cases. Those closest contribute the most and receive the most, forming a naturally self-sustaining relationship. That’s why, beyond the sheer number of contacts we may have, what truly matters is who belongs to our core and how we nurture those key relationships.
