Connections and Networking
Introduction
Need to differentiate between connection and contact. Contact refers to people you meet, exchange business cards, LinkedIn connections, etc; while connections is about forming long-lasting relationships.
“…Great relationships require effort and dedication. The most influential leaders don't just met people; they invest in them. They understand that authentic, enduring relationships are built through consistent energy, curiosity and care…”
Michelle Gibbing, 2025g
1. Connections vs Networking — The Core Difference
Though often used interchangeably, connections and networking operate at different levels of depth and intent:
| Aspect | Networking | Connections |
|---|---|---|
| 1.1 Definition | Building a web of contacts for professional exchange or opportunity. | Building meaningful, trust-based relationships that enable collaboration and influence. |
| 1.2 Purpose | To expand reach and access resources or information. | To strengthen relationships and enable authentic collaboration. |
| 1.3 Depth | Often surface-level or transactional. | Deeper, relational, and mutual. |
| 1.4 Duration | Short- to medium-term. | Long-term and evolving. |
| 1.5 Energy | “Who do I know?” | “Who do I trust, and who trusts me?” |
| 1.6 Outcome | Access and visibility. | Trust, commitment, and shared purpose. |
In short:
- Networking builds breadth.
- Connections build depth.
Both are necessary, but connections sustain change.
2. The Power of Networks in Change Management
Change rarely succeeds through formal structures alone (hierarchies, plans, policies, strategies, tactics, etc).
It spreads through informal networks which are the real web of relationships, trust and influence that determines how people think, feel and act.
Three types of networks relevant to change:
- Operational networks – Who gets the work done day-to-day and they are the key for implementing change.
- Strategic networks – Who shapes ideas, opportunities, and decisions and they are the key for aligning vision and strategy.
- Developmental networks – Who helps others learn and grow and they are the key for sustaining new behaviours and mindsets.
3. Connections as the Currency of Change
Change is not driven by information alone; it is driven by relationships of trust and influence.
Connections serve as the social glue that helps people feel safe enough to try something new.
The way connections accelerate change:
| Mechanism | Description | Example |
|---|---|---|
| 3.1 Trust | People are more likely to support change from someone they trust. | Staff listen to peers more than to formal emails. |
| 3.2 Story-sharing | Change becomes real through lived experiences. | Stories from early adopters spread faster than reports. |
| 3.3 Social proof | Seeing others’ buy-in encourages participation. | Informal champions model new behaviours. |
| 3.4 Psychological safety | Strong relationships reduce fear of failure. | Teams share honest feedback without blame. |
| 3.5 Knowledge flow | Connections enable faster learning and adaptation. | Good ideas travel quickly through trusted networks. |
4. Networking for Change Leaders
Change leaders and champions must strategically network to build influence and momentum.
Effective networking in change means:
- Mapping key influencers: Who shapes others’ opinions (formally or informally)?
- Building bridges: Connecting groups or departments that rarely collaborate.
- Listening across boundaries: Understanding different perspectives to reduce resistance.
- Creating “network multipliers”: People who amplify messages and behaviours through their trusted circles.
NB In other words: real change doesn’t happen “top-down” or “bottom-up”; it happens through the network.
5. From Networking to Connection: A Change Leader’s Shift
| Mindset | Networking (old way) | Connecting (new way) |
|---|---|---|
| 5.1 Goal | Expand contacts | Build trust and shared purpose |
| 5.2 Approach | Attend events, exchange info | Listen deeply, find common ground |
| 5.3 Tone | Transactional | Relational and authentic |
| 5.4 Outcome | Access | Commitment |
Change leaders who move from networking to connection-building create a culture where people feel seen, included, and willing to engage — the foundation of lasting transformation.
6. Some Practical Application Tools
- Network Mapping (mapping your relationship ecosystem):
- Identify the formal and informal influencers across your organisation.
- Ask: Who do people go to for advice, clarity, or reassurance?
(For more detail, see elsewhere in the Knowledge Base)
- Connection Conversations:
- Replace updates with questions like:
“What’s the biggest change you’re noticing?”
“What’s making this easier or harder for your team?”
- Connection Hubs:
- Create safe, informal spaces (virtual or physical) for peers to share experiences — community sessions, Yammer groups, storytelling forums.
- Reciprocal Influence:
- Don’t just push messages; listen, learn, and adapt based on what your network tells you.
Summary
| Element | Networking | Connections | Change Management Impact |
|---|---|---|---|
| 1. Nature | Broad but shallow | Focused but deep | Builds engagement through trust |
| 2. Outcome | Access to people | Commitment from people | Drives adoption, not just awareness |
| 3. Key Skill | Outreach | Empathy and dialogue | Creates readiness and resilience |
NB
- Change travels at the speed of trust.
- Networking starts the engine, but genuine connections keep it running.
- Having genuine human connections is a competitive advantage
- People who foster deep, trusting relationships are better equipped to influence, navigate ambiguity and drive progress
- Strong connections make work more enjoyable, sustainable, create psychological safety, increased resilience and open channels for feedback and collaboration
- Invest your time and energy with the makers, rather than with the fakers and takers
(main source: Herminia Ibarra, 2007)