What really underpins successful networking and the role LinkedIn plays

I was just shown an advert for a Premium account on LinkedIn. Its central message was that networking is a key factor in professional success for many professionals and executives. I wholeheartedly agree with this assessment.

Particularly in senior management, sales, business development and business-focused networks, a great deal depends on people’s ability to build strong, sustainable relationships. After all, new clients, collaborations, recommendations, knowledge and access rarely emerge entirely in isolation.

LinkedIn can be a valuable part of this process. The platform helps us find relevant people, raise our professional profile, keep track of developments within our networks and stay in touch after meeting someone. Depending on your objectives, Premium features can also be worthwhile.

However, successful networking does not result solely from the features offered by a platform. What matters is how we use these opportunities and what happens beyond the platform in the way we personally and organisationally manage relationships.

1. Clarity about your own objectives

Strategic networking does not begin with building the largest possible contact list.

It begins with asking which people and relationships are genuinely relevant to your role.

Who should become more familiar with me and my company in the future? With whom would regular dialogue be valuable? Where might opportunities for collaboration, recommendations or new perspectives arise?

This clarity helps us use our time and attention more deliberately. Not every contact requires the same level of engagement. And not every interesting person needs to become a close business relationship straight away.

2. Genuine interest and mutual relevance

Trust cannot be created through technology.

It develops when people show interest, act reliably and take the other person’s perspective into account.

This means not reaching out only when there is a specific need. Strong business relationships often develop through professional dialogue, small acts of support, shared knowledge and the experience of knowing that commitments will be honoured.

The key question, therefore, is not simply: “What can this person make possible for me?”

Equally important are the questions: “How can I be relevant to this person?” and “How can I support them?”

3. Reliable routines

Many people understand the basic principles of networking. In their day-to-day work, however, they often lack the necessary structure.

Interesting conversations are not followed up after a conference. Former project contacts fade from view. A long-planned meeting is postponed several times because other tasks appear more urgent at short notice.

Successful networking therefore requires routines:

• prepare for important conversations,

• follow up promptly after meeting someone,

• regularly prioritise relevant contacts,

• document agreed next steps,

• maintain relationships even when there is no immediate sales opportunity.

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Digital platforms and tools can make these routines considerably easier. However, they do not replace the decision to make relationship management a regular responsibility.

4. The right networking culture within the company

Just yesterday, I once again had the pleasure of working with a company based in Hamburg on how strategic networking can be embedded in its corporate culture.

This does not mean that all employees must network in the same way.

People differ in their communication styles, roles and personal strengths. Some form new connections quickly, while others are particularly good at deepening existing relationships. Some are highly visible externally, while others connect knowledge and people within the organisation.

A strong networking culture takes these differences into account.

It creates a shared understanding of:

• why relationships are important to the company,

• which employees can take on which roles,

• how relevant knowledge is shared within the company,

• which routines support relationship management,

• and how networking can be given sufficient space in everyday working life.

This transforms networking from an additional individual activity into a professional organisational capability.

5. The right combination of people, strategy and tools

For many professionals and executives, LinkedIn is a highly valuable part of their networking activities.

The platform can increase visibility, facilitate connections and support existing relationships. Depending on a person’s objectives and usage patterns, a Premium account may provide additional support.

However, the true quality of a network comes from combining:

• clear objectives,

• genuine interest,

• mutual relevance,

• consistent relationship management,

• appropriate routines,

• and a corporate culture that does not leave networking to chance.

The tools are important.

They become effective through the way people use them to build and shape relationships.

What do you consider the most important element of successful networking?