During a recent speaking engagement, I posed the question, “Among the following factors, which do you believe plays the most pivotal role in achieving career or business success?” I presented the usual contenders: Intelligence, Creativity, Hard work, Networking, Talent, Perseverance, Leadership, and Execution.
The resounding consensus from the audience was in favor of networking, with a particular emphasis on the size of one’s network. They expressed the view that knowledge and intelligence held importance (with intelligence ranking second), but the quantity of connections you possess carries even greater weight.
However, this may not be the whole story.
Research undertaken by Professor Rob Cross from the University of Virginia (a school that, incidentally, didn’t extend an offer to me – not that I’m holding a grudge) suggests otherwise:
Traditionally, self-help books on networks focus on going out and building mammoth Rolodexes.
What we’ve found is that this isn’t what high-performers do. What seems to distinguish the top 20 percent of performers across a wide-range of organizations is not so much a big network.
In fact, there is usually a negative statistically significant likelihood of being a top performer and knowing a lot of people. [My emphasis.]
This doesn’t imply that top performers avoid networking altogether.
What sets them apart is their approach to building connections.
They cultivate “open” networks, extending beyond their immediate field or expertise. Instead of confining themselves to contacts within their industry or area of interest, they diversify. Research demonstrates that those who cultivate open networks tend to earn higher incomes and advance in their careers more swiftly.
They maintain “balanced ties” that transcend organizational boundaries to acquire information and wield influence effectively. Their networking extends not only across functional roles but also up and down hierarchical levels. They’re acquainted with CEOs and shipping clerks alike, which grants them unique insights and support that others may not access. Interestingly, this breadth of connections provides them with a sense of purpose and satisfaction that indirectly contributes to higher performance—after all, we tend to work harder when we genuinely care.
They nurture relationships that expand their horizons. Sticking exclusively to people who mirror your background or experiences is unlikely to broaden your perspective, provide deeper insights, or enhance your knowledge.
They exhibit behaviors that foster high-quality connections. Establishing five meaningful, mutually beneficial connections proves more influential than amassing 500 superficial ones.
In summary, two key principles emerge:
Concentrating solely on relationships within your immediate sphere constrains your capacity for learning, growth, and forming valuable connections—especially connecting with individuals who can mutually support each other.
So, how can you cultivate a more open network grounded in meaningful connections?
It’s simple. In the words of Ted Lasso, “Be curious.”
Embrace the opportunity to learn from individuals who are different from you—especially those with varying fields, backgrounds, perspectives, and life experiences.
You’re already acquainted with people who share similarities with you. The key to cultivating an open network lies in forming connections with a few individuals who differ from you.
Take the time to nurture these relationships. Offer your support without any expectation of reciprocation. Share compliments without attaching a request for a favor. Make introductions without anticipating one in return.
Reach out simply because you thought of that person, not because you require something from them.
By doing these things, you’ll forge stronger connections. Moreover, your chances of success will significantly increase, and the same holds true for those you connect with.
It’s a win-win scenario that’s hard to surpass.
Source: inc.com
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