You hate networking? You are not the only one

Even in a world where networking is the watchword, the attitude to the quest for influential contacts and the importance given to labor relations in developing a career strategy vary greatly from person to person. 'other.

Three profiles of "networkers"

Numerous studies describe the benefits of networking to create the links to advance in one's career. Given the breadth of this literature, one must wonder how a professional who is not a fan of networking can survive.

We have identified about a hundred professionals recently promoted in audit, strategy consulting and business law firms, and in the following 12 to 16 months, we studied how they developed their network of contacts. professionals and, more generally, how they engaged in networking.

We were surprised to find that having a "networking" strategy does not necessarily mean that we appreciate this aspect of professional life. In fact, respondents' basic attitude towards networking, and the value they place on it differ profoundly. While some have a real appetite for maintaining professional relationships and a natural knack for doing business, others feel uncomfortable with the idea of networking. A third group simply refuses to participate in what they consider a manipulative and sordid practice.

In our study, we named them enthusiasts (about 30% of respondents), moderates (nearly 50% of them) and purists (a good 20% of the sample).

The passionate, relational entrepreneurs

The enthusiasts really like to meet people and are strategic in their approach: they always have several shots in advance and create contacts even before they need it. In general, enthusiasts are socially hyperactive, attending corporate events, conferences, conferences, dinners, etc. They are proactive and diversify their actions so that they can become "brokers" of the company; they advance cross-cutting ideas while increasing their own visibility.

In our study, we discovered that passionate people go out of their way to find common ground and build relationships outside the immediate work environment. They understand the benefits of maintaining relationships with leaders, as well as with peers who could offer them emotional support or participate in strategic information exchanges, but also with successful subordinates for the purpose. to make them eventually return to their team.

Are you passionate? 

• You have a "network strategy": you know who to approach, when, and why. 
• In a new situation, you quickly establish a broad network of contacts both internally and externally. 
• Networking is important to you, and you really like it. 
• Your motto when it comes to networking: "The more we are crazy, the more we laugh. » 
• You make specific efforts to get closer to your contacts on a personal level (sports, meals ...). 
• You are not afraid to make bold requests to members of your networks (for example, can you recommend me to X or get me involved in Project Y).
• You work in the shadows to attract the people you would like to see join your team.
• Moderates, models of balance and prudence

Despite the advantages of "networking", the most important group of executives in our study is the moderates, people who know how to appreciate this approach but who are wary of its power. In moderates, relationship building tends to be related to ongoing activities and work experience, with contacts maintained after the task has been completed. They are looking for opportunities to exploit useful relationships but are less likely to ask for specific favors such as "recommending to fellow Until" or "integrating me into this or that project".

We also discovered that since they do not have a proactive approach to maintaining new contacts, moderates - unlike enthusiasts - tend to see their network dwindle over time.

Are you a moderate? 

• Networking is important to you, but it's not always easy. 
• Networks owe a lot to the luck, the circumstances and the people you have the opportunity to meet through your work. 
• You build your network mainly through your assignments, your joint projects, and your professional experiences. 
• Most of your network is related to your function, department or group. 
• The most important contacts in your network are your superiors. 
• You believe that it is important to choose talented people to work in your teams and you make your choices known. Sometimes it works, but not always.
• You feel unable to go in search of specific people you do not already know just for the purpose of expanding your network. 

Purists, professionals who prefer to weave other links

The third group is that of the purists. They find the networking process painful. For them, networking is less important for their career goals - which are related to building expertise and having the potential to impact their industry as a professional rather than an idea to climb to the top of the chart.

Gerald is a good example of a purist. This young consultant believes that networking is mostly artificial and is used by show-goers seeking to climb the ladder. Purists like Gerald think that networking should be done naturally. They may weave new links, but only if their position or task requires it, and this without any ulterior motive or desire to find their way into the higher ranks of the company.

They prefer to rely on the content and self-sufficiency of their expertise rather than having a network. They tend to let their bonds wither over time. Their relational energy is focused on their team and the motivation of it. Purists are also relatively active when it comes to managing relationships with their customers because, for them, it is in this way that the true quality of their work can be appreciated. However, they tend to be wary of too much contact with their superiors, whom they often see as possible sources of complications and unpredictability.

Despite their reluctance to relate, purists are neither "losers" nor "geeks". Like all the individuals who participated in our study, they had all recently been promoted, which is an indication of their competence, but also of the confidence placed in them by their employer. But there are some disadvantages. During our research, we observed that the networks of purists withered. Even more worrying: at the end of the study, they showed less organizational commitment and less integration among their peers. The risk is that they "drift" within the company and come to play a much less important role than hoped given their skills.

Are you a purist? 

• For you, networking is usually artificial and false. 
• You do not attend events just for the purpose of networking. 
• What matters to you is not your network but your results. 
• You do not have a "network strategy" (who to approach, when, and why). 
• Your network is mainly composed of people that you sincerely appreciate. 
• You prefer to work with a team you like and help them evolve rather than fighting for "stars". 
• You want to have good relations with your superiors, but you are not a "bootlicker". 
• You do not like to mix your internal and external contacts.
• Passionate, moderate and purist: their main characteristics

Fortunately, networking styles are not immutable. Humans can learn and adapt. Although it is quite rare for a purist to become an enthusiast, it is possible to make some adjustments in the way they establish and maintain their social relations at work (see also the article: "Learn to like networking").). But the very first step is to be aware of your own style of networking.

Source: Managed IT Support Services