How good is your professional network? -Do you have one..?

You may be a member of a number of networks; each with a different reach and definition. The common denominator will probably be that they each revolve around you and your current agenda. A hypothetical example of such a network: you lose your job, and you rush (improvise!) your way through establishing a useful network of individuals; previous employers, ex-colleagues and other possible allies whom you hope will help you find new employment.

Once that mission is accomplished, the network loses its relevance. Your participation is motivated by immediate personal needs and your level of engagement determined by how urgent those needs are.

A different approach

We have an altogether different take on professional networking: an alternative model where the network is constructed, facilitated and moderated by a third party whose task it is to ensure ongoing relevant network composition and focus. A model where the network members have common interests: share similar professional agendas, will benefit from lobbying the same issues, developing better work methods etc. The focus shifts from immediate needs and problems to ongoing personal and career development.

An important factor with this model is that the network continues to run and evolve, even when the various members don’t have any “urgent” needs that need to be dealt with. The members meet regularly and continue to exchange ideas and experience regardless of what is happening in their respective organisations at the given time.

The objective is to continually identify ways of improving the professional lives, work processes and decision making abilities of members. This is achieved in a number of ways: through facilitating access to resources and knowledge inside other organisations; through learning from peers and through mutual support among members who can seek competent advice from trusted peers in a confidential environment.

The challenges

Such a network is only interesting and valuable if the members actually do have similar agendas and challenges. Identifying a group of likeminded peers outside your organisation on top of your already hectic working life is all but impossible.

Consider joining moderated network run by a professional third party. If you join the right one, you could have access to a wealth of relevant resources and experience that can save you time and steer you clear of pitfalls: it is cheaper to share knowledge than to buy it! Select your network carefully and ensure the candidates are “thoroughly vetted”. Be prepared to invest some time and experience in the venture; you will find that the rewards of the investment will be many; both in terms of own career advancement, but also by knowing that your experience and expertise have helped peers along with their specific projects or overall careers.

What are your thoughts on networking? Have you personally gained from investing time and commitment? How do you approach it – if at all? I would also be interested to hear if you have first-hand experience with other networking models.