#61: The 6 People You Need In Your Network To Get Ahead (And How To Find Them)

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. Welcome to the career by design podcast. I'm your host

career planning specialist and coach Stacey back and I'm here to support you the ambitious

high achiever who's at a career crossroads. If you're a senior leader who's already achieved

a lot of success but considering what you want or how to reach the next level in your career,

you're in the right place. I've spent the past 17 plus years helping high performers realise

their career goals and on this podcast I'll show you how to develop a clarity, confidence and

right strategy to take ownership of your career success. Also you create a career and life

by design. Let's get started.

Hello and welcome back to the career by design podcast with your host Stacey back.

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 no you need to grow your network more strategically? This episode is for you.

Today's podcast was inspired by a question that 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 higher achievers I work with is that many don't start developing

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. So in this episode,

I'm sharing four practical steps to build a strategic network that supports your career.

You will discover the key people you need to connect with and how to develop those relationships

long term. Are you ready? Let's dive in. Step number one is to 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.

And 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.

And for me, this means prioritizing what you can give versus get and 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 number two is to know the six people you need in every

strategic 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 six 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? The first role is the mentor.

And 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. The second role is the sponsor. And here's how they 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 Stacy 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. The third role is

the coach and it's the one 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 you're 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. The fourth role is the connector and their 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 your seeking or conversation you'd love to have,

they'll immediately think of three 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 that individual in your world who knows a lot of people

and is always connecting the dots. Are you nurturing that relationship? The fifth role is 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 challenges when you

find them. They're worth their weight in gold. The sixth and final role is 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 realize. When you understand the six roles

that make up a strategic network, you'll know exactly who belongs in your corner.

I'm pausing this episode to invite you. If you resonate with what I'm sharing on the podcast

and you're ready, into doing this work more closely with me, I'm currently enrolling clients into

ignite your career by one-to-one coaching program for higher-achieving leaders at a career crossroads.

If you're a senior leader considering your next strategic step, but you're unsure what you

want next, or how to get there, this program is for you. Using my signature career by design method,

we'll build the clarity, confidence and personalised strategy you need to take ownership of your

career success. If you're ready to be coached and mentored by me, I invite you to book a

complimentary chat so we can explore if this is the right fit for you. Go to stacibac.com

forward slash consulta book your call and check out the show notes for all the details. I look

forward to meeting you now back to the episode. Step number three is to 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 or 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 six 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 that you need in your network right now. Next, get clear on 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 organization 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 reengaging

and existing relationship. Other times it's finding new people inside or outside your organization.

When you pinpoint the specific people you need in your network, you will build relationships

strategically. Step number four is to 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 organization. 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 then 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 organization or 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 so your immediate network.

These are the relationships to activate first as trust already exists. From there,

focus on second-degree connection, so friends and 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 on episode 59 of the podcast in terms of how to tap into the hidden job market.

I'll link to it in the show notes so you can check it out next. 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 a range 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

that 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. Or a senior essay or special council

in private practice having a conversation with a general council to understand the transition to

an in-house environment. Make the effort to keep in touch and nurture the 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 four 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. That concludes today's episode.

Now let's turn this information into action. Number one, identify one connection to strengthen

or activate. Who will you connect with? Number two, what role will they play? Are they a mentor,

someone who will challenge your thinking or cheer you on? And number three, what step will you

take to connect with them and when? Will you send them an email next week to set up a 20-minute call

or shout them a coffee or lunch in April? Put it in your calendar now and commit to it. As always,

I'd love to hear from you. If today's episode resonated, send me a DM on LinkedIn and let me know

your biggest takeaway. Finally, if you're ready for personalised support to find clarity,

build confidence and grow your network strategically, I invite you to explore, ignite your career.

I have one spot available to start in April and have opened the wait list for May.

Go to staceyback.com forward slash consult to apply for your complimentary call.

All the details are in the show notes. Or if you're looking for leadership coaching or

development programmes for your organisation or teen, head to staceyback.com to learn more

and book an initial consultation. Thank you so much for listening all the way to the end of today's

episode. I look forward to speaking with you again soon.

Thanks for joining me on the career by design podcast. Please rate, review or share this

episode with a friend if you found it valuable. I also invite you to connect with me further on

LinkedIn or Instagram. And finally, if you'd like to learn more about how I can help you create

a career by design, go to staceyback.com all the links are in the show notes. Thanks again

and I can't wait to chat with you next time.