The 6 people you need in your network to get ahead (and how to find them)
Are you working hard — but waiting to be tapped on the shoulder for your next opportunity?
Whether you’ve been overlooked for promotion, aren’t getting the recognition you deserve or know you need to grow your network more strategically, today’s article is for you.
I was inspired to write this by a question I was asked during a recent panel discussion on building a personal brand. The question was: “What types of people should you be connecting with for your own professional development?”
And as it turns out, I have a lot to say on this topic!
Because what I’ve noticed amongst the high-achievers I work with is that many don’t develop their network intentionally or consistently. Instead, they wait until they’re looking for a new job, promotion or client.
But this approach is reactive — and by this stage, it’s too late. You’re trying to leverage relationships that haven’t been built yet.
In this article, I’m sharing 4 practical steps to build a strategic network that supports YOUR career. You’ll discover the key people you need to connect with and how to develop those relationships long-term.
STEP #1 — ALWAYS BE CONNECTING
When you hear the word ‘networking’ — what comes up for you? You could picture a crowded cocktail event, filled with awkward small talk and collecting business cards from people you’ll never speak to again. Or sending cold connection requests to strangers on LinkedIn.
But when I talk about networking, what I mean is building relationships strategically with a few key people who can support your career. At the heart of this approach is the importance of what I call ABC — to Always Be Connecting. This is about building relationships on an ongoing basis.
And it’s a practice I recommend at EVERY stage of your career — even if you’re happy in your current role and aren’t looking for a job. In fact, this is the best time to start so you’re not scrambling to create connections the minute you’re in the market!
Think of it like compound interest. The relationships you invest in today pay dividends for years. The leaders I work with who have the most career options develop relationships consistently, long before they need them.
Here’s the key message I shared in the panel discussion: Focus on connection over conversion.
I like to reframe networking as ‘connecting’. For me, this means:
• Prioritising what you can give versus get
• Investing in long-term relationships rather than expecting an immediate outcome
As a senior leader, this first step alone completely shifts whether people want to help — or even think of you when a new opportunity, board position or project presents.
Because when you focus on connection over conversion, your relationships compound over time.
STEP #2 — 6 PEOPLE YOU NEED IN EVERY NETWORK
Once you’ve adopted the ABC approach, consider who to connect with.
Rather than creating a list of contacts, think of your network as a portfolio of relationships. There are 6 key roles and each serves a different purpose. As I walk you through each one, ask yourself: Do I have someone like this in my corner right now?
Role #1 — The Mentor
I’m starting here because it’s the relationship people are most familiar with. A mentor is somebody who’s already walked a similar path to the one you’re on (or aspire) to be on. They share their experience and perspective based on their own career journey — and can help you navigate yours by sharing what they’ve learnt.
Mentors are invaluable for big picture guidance and questions like: How did you manage this situation? And what do I need to consider to make this decision or transition?
One important distinction is that mentors give advice based on their experience. This differentiates them from coaches, which I’ll talk about in a moment. My work bridges both roles, so I’m always intentional about which hat I’m wearing with every client.
You may have mentors you check-in with regularly, or people you turn to at specific points in your career. For example, if you’re taking on your first board role or leading a major transformation, look for someone with experience in this area.
Everyone needs at least one mentor to offer advice and guidance. Even the most experienced executives benefit from the perspective of someone further along the path
Role #2 — The Sponsor
Here’s how sponsors differ to a mentor. Sponsors use their power and influence to actively and publicly advocate for you in the rooms you’re not in. They open doors, increase your visibility within your organisation and put their name behind yours.
They’ll say: ‘You should speak to Stacey about this’, ‘He’s the one for that role’ or ‘Have you considered bringing her into this project?’
Research consistently shows that sponsorship is one of the most significant drivers of career advancement, especially for senior leaders. In fact, in a recent interview with DEI expert Belinda Riley, she recommended it as the number one thing for organisations to invest in. But as individuals, it’s one of our most underutilised relationships.
However, you can’t ask someone to sponsor you before you’ve earned it. First, you need to demonstrate your impact and build the relationship over time. This means connecting your results to the company’s strategic goals and making your achievements visible.
THEN when trust is established, you can have a direct conversation about your goals, challenges and where you’d like their support. If you don’t currently have a sponsor within your organisation or industry, this is one of the most important gaps to close.
Role #3 — The Coach
This is the role I know best and primarily support my clients with. A great coach asks the right questions to help you come up with your own answers. Unlike a mentor, they’re not sharing their own opinion or advising you based on what worked for them.
Coaches are especially powerful when you’re facing a complex career decision, working through a leadership challenge or ready to reach the next level professionally. They’ll help you uncover new insights, build better beliefs and behaviours, and move forward with clarity and confidence.
Every elite athlete has a coach who helps them excel at the top of their game. In the same way, investing in a professional coach supports senior leaders to become even better at what they do. However, trusted peers or managers who listen well and ask great questions can play an informal coaching role too.
Role #4 — The Connector
The connector’s superpower is bringing people together. You’ll recognise this person because they’re always the first to make a referral or introduction. When you mention a challenge, service you’re seeking or conversation you’d love to have, they’ll immediately think of 3 people for you to speak to.
Connectors aren’t always the loudest people in the room — or in the most senior and influential roles. Yet their value is enormous, as they expand your network exponentially. One connector in your network can open doors to dozens of new relationships!
Think about the individual in your world who knows a lot of people and is always connecting the dots. Are you nurturing that relationship?
Role #5 — The Challenger
This is one of the most important people to have in your network as a senior leader — and often the hardest to find.
These individuals challenge your thinking, ask the uncomfortable questions and tell you the truth. They’ll call you out if you’re playing it safe and will warn you when you’re about to make a decision you’ll regret.
The risk as you step into more senior positions is that fewer people are willing to challenge you. You need at least one person who isn’t afraid to ask: ‘Have you thought this through?’, ‘Are you missing something here?’ or ‘Is this REALLY what you said you wanted?”
A challenger could be a colleague, coach or mentor who’s willing to have the hard conversations. I often play that role for my coaching clients. Cherish those challengers when you find them — they’re worth their weight in gold!
Role #6 — The Cheerleader
In contrast to the challenger, cheerleaders are your supporters. They believe in you, champion your work and celebrate your wins.
Cheerleaders talk about you consistently, positively and keep you visible in circles you may not even be aware of. They’re the people who message you to say: ‘That article you wrote was brilliant!’ Or: ‘I saw this opportunity and thought of you — are you interested?’
They’re usually close colleagues, former managers or friends who understand your professional world. I also step into this role for my clients.
On occasion, the role of a cheerleader evolves from enthusiasm for your work to actively advocating for you as a sponsor. Another reason why nurturing these relationships matters more than you realise!
When you understand the six roles that make up a strategic network, you’ll know exactly who belongs in your corner.
STEP #3 — IDENTIFY WHO YOU NEED IN YOUR NETWORK
First, start with a clear intention. What are your specific goals and objectives? Consider your career goals, development areas and how you’d like someone to support you with those.
And remember, any relationship is an investment of your time as well as theirs, so knowing your why is the most critical starting point.
Second, identify the gaps. Who is missing in your network?
Consider the different roles and where the gaps are. Is it a sponsor who advocates for you, a connector who opens doors, or a mentor who shares their experience? A coach, challenger or cheerleader?
If it’s helpful, do a quick audit. Grab a piece of paper, draw six boxes across the page and write the 6 roles in each one. Or if you prefer, list them out in the notes app of your phone.
Then, start filling each box with the name of at least one person who fulfills that role in your network. Which roles are missing? The blank boxes will help you pinpoint the people you need in your network right now.
Next, get clear on exactly what you’re looking for in each person. Consider their professional background, expertise, career journey, leadership style and any personal qualities that matter to you. Ask yourself: What do you want to get out of this relationship?
Third, map out specific contacts. Someone once shared they’d used an internal mentoring program in their organisation and it didn’t work out. This is why I recommend you be selective and directly seek out people who meet your specific criteria and goals.
And while formal mentoring and sponsorship programs are a great place to start, always consider: Who do you already know? And how can you build new relationships?
Sometimes it’s about re-engaging an existing relationship, other times it’s finding new people inside or outside your organisation.
When you pinpoint the specific people you need in your network, you will build relationships strategically.
STEP #4 — START BUILDING YOUR NETWORK
To close, let’s talk about HOW to develop these relationships. I’ll break it down by internal and external networks.
First, your internal network within your current organisation. At senior levels, internal relationships directly impact your visibility, influence and career progression. If you’re only well-connected with your immediate team, you’re leaving opportunities on the table.
Here are some practical ways to grow your internal network:
- Ask a senior leader for coffee with genuine curiosity, no other intention than to connect and learn more about their work
- Raise your hand for cross functional projects or internal committees which give you exposure to other areas of the organisation
- Re-engage relationships that have gone quiet — say with someone you used to work with closely who’s now in a different part of the business
Next, let’s discuss developing your external network. Start with your warm connections — your immediate network. These are the relationships to activate first as trust already exists.
From there, focus on second degree connections — friends of friends or people your warm contacts can introduce you to. Do this before even reaching out to cold contacts. Because an introduction dramatically shortens the time it takes to build a new relationship.
Finally, I want to share my go-to strategy to build effective relationships: informational interviews. I did a deeper dive into this topic in this article, in terms of how to tap into the hidden job market.
For now, I’ll briefly touch on how to use them to grow your network. Informational interviews are informal conversations with someone doing work you’re interested in, to learn more about their role, industry and experience. Once you’ve identified a specific contact, reach out to arrange one.
You can approach this on the basis you admire their career trajectory and aspire to end up in a similar position. People LOVE talking about themselves and are always happy to help! At senior levels, these conversations could look like:
- A senior leader reaching out to a non-executive director they respect to understand their board journey
- One CPO connecting with another at a company renowned for its culture, to compare notes and share insights
- A senior SA or Special Counsel in private practice having a conversation with a GC to understand the transition to an inhouse environment
Make the effort to keep in touch and nurture each relationship over time. Then when it feels right, you could approach the subject of sponsorship or formalising mentorship. But often, these roles develop informally — which has certainly been the case for me!
When you invest in building your network consistently, you will always have the right people in your corner.
So there you have it — the 4 steps I recommend to grow your network strategically. These tips have helped my clients and I identify the right connections and build long-term relationships to support our careers. I hope they assist you too!