My Take on Networking

The Columbia University Center for Career Education defines networking as “the process of making connections and building relationships. These connections can provide you with advice and contacts, which can help you make informed career decisions. Networking can even help you find unadvertised jobs/internships. Networking can take place in a group or one-on-one setting.”

However, when I entered the working world, I realized the definition and intent of networking differ depending on the person. I have left some professional development seminars with a sour taste in my mouth because of how networking was portrayed. Networking, at its core, is not meant to build up a list of people that can do potential future favors. Our emphasis on networking should come from our human desire for connection and belonging, not self-interested agendas. I am a self-proclaimed extrovert and people person, so when I was put off by the idea of professionally connecting with people, I knew there was an inherent flaw in how networking is approached.

I remember one specific instance where an individual was drilling these ideas into us: interview people, build your LinkedIn, apply to jobs but you probably will not get one without knowing someone, etc. While there is value in mentorship and professional development, I felt like this take on networking was entering murky water.

I have always made my professional decisions with one question: “will I be able to sleep tonight?” It is simple; can I live with this choice, and will I have regrets? This criterion could apply to various situations, but it helps when examining how I want to treat people in this context. If you think about promotions and new opportunities as a professional staircase, I would much rather have someone reach out their hand to get me to the next level than step on someone else to move up. I am not against receiving or giving help to others when you can, but that should not be the intention of the connection. 

Character is everything because there are very few scenarios where you are not working collaboratively, and you need your team to trust you. Without this trust, success is less likely because it is more challenging to be a productive unit. In one of my first professional roles, my manager and team pushed me to present my work and always gave people the proper credit for their contributions. Not only did it build trust, but it created an environment where you could have ownership of the work you did. Relationships are crucial in business, and I think some version of karma exists in company culture. 

During internships and throughout my time in college, I scheduled several informational interviews with professionals in industries of interest to me. I wanted to listen and learn rather than have conversations based on ulterior motives. Almost everyone I reached out to made time to discuss their careers, and it was valuable for me to understand what different roles entail on a day-to-day basis. I also received excellent advice about ways I could continue learning. Since I made a positive impression, I think these professional connections I made will help me in the future. However, if you are not genuinely interested or have ulterior motives, this would be very apparent and the impression you leave.

So, how do you network then? I like to think of networking as making work relationships without worrying about future interests. The interest in being kind, creating a positive working environment and building your professional reputation should be enough motivation to make connections with those around you. This comes easier to some than others, but try not to force it. Focus more on what you are interested in and passionate about, and start there.