For executive women, networking is critical to getting things done, getting ahead and developing professionally
It’s no secret that effective networking can improve job prospects, fast-track promotions, raise salaries and even enhance the quality of work life.
Yet many women in leadership roles don’t spend enough time cultivating their networks. Unlike their male counterparts, women just don’t feel as comfortable leaving the office to schmooze.
“The woman executive, by nature, is constantly trying to find balance. The needs of their careers, their children if they have them, and their personal interests or community efforts often come into conflict,” says Colleen Moorehead, business co-director of the Judy Project, a Toronto-based group that advocates for the advancement of women to executive ranks.
“But some women can be too short-sighted about the value of networking. They tend to see it as a trivial activity. Most women don’t golf as much as men for business. Why is that? Because they constantly ask themselves the question, ‘Is this really work?’”
Yes, networking is work. And, it’s important to hone this skill because critical business can just as easily be conducted over a round of drinks or on the green as it is in the boardroom.
“The more senior you become in an organization, the more important business relationships become — whether it’s for sales, solutions or referrals,” says Moorehead.
“More women need to recognize that networking strengthens their effectiveness and capability to drive results. The ability to reach out and ask someone with a similar set of circumstances for their opinion or to get feedback is important.”
Is there a gender divide?
Men and women have very different views of networks. For men, there is significant overlap between friendships and professional networks that provide access to key contacts and resources. In these networks, everyone knows each other and people will take the time to share sensitive information and leads.
However, sometimes the sticky issue of gender gets in the way. A man can slap a colleague on the back to congratulate him on a job well done. But that same gesture might not feel as appropriate with the opposite sex.
Women, on the other hand, typically separate personal and professional networks. Personal networks tend to be dominated by other women, whereas professional networks include mostly men. For this reason they wind up having to cultivate many more relationships than men.
This actually works in their favour. Known as “expansive,” these networks offer women leaders greater mobility and access to information and resources from a variety of industries. This works well for those looking for a job or trying to move up the corporate ladder. If an executive damages her reputation in one network, for example, the rest might not necessarily know. As well, because this network is diverse, they don’t need to rely heavily on any one contact.
“Formal and informal networks drive business initiatives so it is critical to develop both. Women executives need to include people from different industries, roles and at various levels of seniority — from immediate peers to senior executives and beyond,” says Moorehead.
“The Judy Project, for example, encourages participants to form personal advisory boards with other alumnae. These boards provide a strong and diverse network of executive women. Unlike a broad-based network, it offers participants a community of deep trust where they can continue to harvest ideas or nurture business associations.”
Diversify, diversify
Women executives should also view time spent networking as an investment, not a luxury. They should regularly sit down and assess the composition of their network. Remember, the more diverse, the better. In addition to industry contacts, round out the list with people from community or interest groups, such as friends from an ethnic association, educational institutions and key influencers in the media.
The depth of relationships should also be considered and categorized. Are these good friends, close colleagues, acquaintances or new connections? And how many new contacts have been added this year?
Revisit the Rolodex
Effective networking also requires some strategic thinking, and women should always compare their list to their short- and mid-term goals. What groups are overrepresented? Are key people or groups missing? What ties should be strengthened? What network circles are underused? What circles should be revisited?
And don’t let anyone drop off the radar. Keeping in touch with important but infrequent contacts keeps these connections strong and active. It’s critical to invest this time because most networks don’t work well if they are only one-way.
Last, women executives should never wait for networking opportunities to come to them. They should invest the same passion and energy they would in any new business venture. Women who do will quickly see a return on their investment.
Beatrix Dart is the executive director for the Initiatives for Women in Business at the Rotman School of Management. She can be reached at [email protected] .
Forming networks
5 tips for creating new connections
A network starts with individual connections. The following five tips will help executive women take the first steps in forming a network.
1. Develop a personal pitch. Know yourself and be able to articulate what you do and where you do it.
2. Ask for simple favours to initiate a relationship. Once the relationship is established, ask for introductions and create links across different sectors of your networks by returning the favour.
3. Start using projects, committees and assignments strategically. How can you use the latest business initiative to raise your profile and that of your company?
4. Form a board of advisors across different industries to create a mindshare that can help spark new ideas for your own industry or inspire new business opportunities.
5. Know the experts in your area and approach them. And don’t forget to look for opportunities to position yourself as an expert in your industry — your communications department will thank you for it.
Yet many women in leadership roles don’t spend enough time cultivating their networks. Unlike their male counterparts, women just don’t feel as comfortable leaving the office to schmooze.
“The woman executive, by nature, is constantly trying to find balance. The needs of their careers, their children if they have them, and their personal interests or community efforts often come into conflict,” says Colleen Moorehead, business co-director of the Judy Project, a Toronto-based group that advocates for the advancement of women to executive ranks.
“But some women can be too short-sighted about the value of networking. They tend to see it as a trivial activity. Most women don’t golf as much as men for business. Why is that? Because they constantly ask themselves the question, ‘Is this really work?’”
Yes, networking is work. And, it’s important to hone this skill because critical business can just as easily be conducted over a round of drinks or on the green as it is in the boardroom.
“The more senior you become in an organization, the more important business relationships become — whether it’s for sales, solutions or referrals,” says Moorehead.
“More women need to recognize that networking strengthens their effectiveness and capability to drive results. The ability to reach out and ask someone with a similar set of circumstances for their opinion or to get feedback is important.”
Is there a gender divide?
Men and women have very different views of networks. For men, there is significant overlap between friendships and professional networks that provide access to key contacts and resources. In these networks, everyone knows each other and people will take the time to share sensitive information and leads.
However, sometimes the sticky issue of gender gets in the way. A man can slap a colleague on the back to congratulate him on a job well done. But that same gesture might not feel as appropriate with the opposite sex.
Women, on the other hand, typically separate personal and professional networks. Personal networks tend to be dominated by other women, whereas professional networks include mostly men. For this reason they wind up having to cultivate many more relationships than men.
This actually works in their favour. Known as “expansive,” these networks offer women leaders greater mobility and access to information and resources from a variety of industries. This works well for those looking for a job or trying to move up the corporate ladder. If an executive damages her reputation in one network, for example, the rest might not necessarily know. As well, because this network is diverse, they don’t need to rely heavily on any one contact.
“Formal and informal networks drive business initiatives so it is critical to develop both. Women executives need to include people from different industries, roles and at various levels of seniority — from immediate peers to senior executives and beyond,” says Moorehead.
“The Judy Project, for example, encourages participants to form personal advisory boards with other alumnae. These boards provide a strong and diverse network of executive women. Unlike a broad-based network, it offers participants a community of deep trust where they can continue to harvest ideas or nurture business associations.”
Diversify, diversify
Women executives should also view time spent networking as an investment, not a luxury. They should regularly sit down and assess the composition of their network. Remember, the more diverse, the better. In addition to industry contacts, round out the list with people from community or interest groups, such as friends from an ethnic association, educational institutions and key influencers in the media.
The depth of relationships should also be considered and categorized. Are these good friends, close colleagues, acquaintances or new connections? And how many new contacts have been added this year?
Revisit the Rolodex
Effective networking also requires some strategic thinking, and women should always compare their list to their short- and mid-term goals. What groups are overrepresented? Are key people or groups missing? What ties should be strengthened? What network circles are underused? What circles should be revisited?
And don’t let anyone drop off the radar. Keeping in touch with important but infrequent contacts keeps these connections strong and active. It’s critical to invest this time because most networks don’t work well if they are only one-way.
Last, women executives should never wait for networking opportunities to come to them. They should invest the same passion and energy they would in any new business venture. Women who do will quickly see a return on their investment.
Beatrix Dart is the executive director for the Initiatives for Women in Business at the Rotman School of Management. She can be reached at [email protected] .
Forming networks
5 tips for creating new connections
A network starts with individual connections. The following five tips will help executive women take the first steps in forming a network.
1. Develop a personal pitch. Know yourself and be able to articulate what you do and where you do it.
2. Ask for simple favours to initiate a relationship. Once the relationship is established, ask for introductions and create links across different sectors of your networks by returning the favour.
3. Start using projects, committees and assignments strategically. How can you use the latest business initiative to raise your profile and that of your company?
4. Form a board of advisors across different industries to create a mindshare that can help spark new ideas for your own industry or inspire new business opportunities.
5. Know the experts in your area and approach them. And don’t forget to look for opportunities to position yourself as an expert in your industry — your communications department will thank you for it.
