The strength of our professional networks can make or break our success, Herminia Ibarra, London Business School and Thinkers50 Influential Management Thinker said during her keynote speech at the HR Summit & Expo (HRSE) conference at Dubai World Trade Centre.
Ibarra said that our networks are not just “nice to have” – they are vital for getting “things done”, sparking creativity, securing jobs, and advancing our careers. However, the gap between recognising the importance of networking and actually building robust, diverse networks is a challenge that plagues many professionals.
Ibarra’s insights shed light on why this disconnect exists and provide a roadmap for developing the kind of networks that can truly propel us forward. At the heart of the issue is our innate human tendency towards narcissism and laziness. We naturally gravitate towards people who are similar to us and those we encounter frequently, often failing to venture beyond our comfortable bubbles.
This insular mindset not only limits the resources and perspectives available to us, but it can also hinder the growth and advancement of our teams and organisations, she explains.
To overcome these biases, Ibarra emphasizes on the need for intentionality and adaptability. Effective networks, she argues, should possess three key characteristics: breadth, connectivity, and dynamism.
Breadth refers to the diversity of our connections – reaching out to individuals above, across, and below our own levels, both within and outside our organisations. This 360-degree view allows us to gain a more comprehensive understanding of the challenges and opportunities at hand, and to contribute unique insights that can drive innovation and collaboration.
Connectivity, on the other hand, speaks to the reach of our networks. The most valuable contacts are often those who are not directly connected to our inner circle, as they can serve as bridges to new information, resources, and opportunities. By cultivating relationships with individuals from different backgrounds and spheres, we can expand our influence and access to a wider range of expertise.
Finally, dynamism which highlights the importance of regularly refreshing and rejuvenating our networks. As our careers and organisations evolve, so too must our professional connections. Ibarra encourages everyone to be proactive in seeking out new experiences, projects, and communities that can introduce us to fresh perspectives and potential allies.
Putting these principles into practice requires a shift in mindset and a willingness to step outside our comfort zones. Ibarra suggests a range of practical strategies, from participating in internal cross-functional initiatives to organising or even speaking at industry events. Moreover, reactivating dormant ties with former colleagues can also be a powerful way to tap into new sources of knowledge and support, she explains.
Perhaps most importantly, Ibarra emphasizes the need to approach networking with authenticity and adaptability. Rather than viewing it as a necessary evil or a manipulative tactic, she adds that people must embrace the opportunity to showcase their unique strengths and perspectives in a way that resonates with diverse audiences. This may involve experimenting with different communication styles, honing their storytelling abilities, or cultivating a more confident, charismatic presence.
By adopting a growth mindset and a spirit of playful exploration, people can transform networking from a dreaded chore into a dynamic, rewarding process of self-discovery and professional growth.