Why is networking important for research leadership?

The old saying “it’s not what you know but who you know” is just as relevant in academia as it is in other fields. Building and nurturing professional relationships can result in opportunities, knowledge, support, and resources for professional growth and advancement. ‘Networking’ is simply the exchange of information and ideas among people with a common profession or special interest, usually in an informal social setting. Although this sounds simple, networking can be daunting for researchers, particularly when there is pressure or expectation of positive outcomes.

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Personally, I have found networking to be integral to successful research leadership. I use the following four principles to make networking efforts as efficient and effective as possible:

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1.???? Focus on your peripheral connections

The connections most helpful in finding a job opportunity or exploring other work prospects are usually people we know only peripherally, rather than family, friends or close work colleagues. People with peripheral ties, such as a contact with a mutual connection, will have diverse perspectives and fresh ideas and can open up new sources of information. Brand new contacts who know very little of your own work also present opportunities for you tell your own story in full with a clear emphasis on your value proposition.

?This principle gives me the confidence to explore mutual past or present contacts when exploring relationships through networking. And, if approaching a brand new contact, I try and ask a mutual colleague to e-introduce us together or join us for an initial meeting. That way, the connection is not starting from scratch, it’s begun with an endorsement from a trusted colleague, which enhances your credibility and makes the new relationship more likely to thrive.

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2.???? Become a broker for others

Brokers bring together parties who may benefit from interacting with or knowing each other. Brokers can help share information at a macro level across industries, or meso level across faculties within a university. However, the most important brokering can happen at a micro or individual level, for example by connecting two people together, or suggesting key people when a new opportunity is arising. Brokering not only helps people already within your network advance their work, but it also shows them that you have their interests in mind and are part of their ongoing efforts and success.

?Events such as conferences or large meetings are great opportunities for this type of networking. I often think about how I can help out others at the event by introducing them or identifying areas of mutual interest. Also, by being a connector for others, you may find that they return the favour in the future, knowing that you are open to new connections and take a broad and flexible approach to whom you engage and work with.

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3.???? Articulate how your work is needed for impact

Academics and researchers are often told to have an “elevator pitch” or “career vision” ready for networking events, e.g. “My research focuses on [x], and I achieve this by [y] and [z]”. In any prepared statement, make sure that you include why your work is integral for maximum impact in your field. Try adding one or two sentences with “Without finding a solution to [a], then we won’t be able to do [b, c], which is recognised by policymakers as essential for future impact.”

?By positioning yourself as central to the solution of your research area, your network will see you as vital to the future of the field. This way of connecting will result in more people knowing about your work, talking about you to other people, and thinking that your work is a focal point for information and opportunities related to success in the field. This aspect of networking can be counterintuitive to humble and modest personalities, but ultimately worthwhile for advancing the critical work that you do.

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4.???? Offer service to others

If you put yourself in the shoes of someone who will meet you for the first time, what would they take away from your meeting? Hopefully, it would be a clear way that you can add value to their work by helping them. Rather than thinking of your value proposition as a ‘sell’, try thinking about it as a way to provide a service to others; this is a comfortable mindset for many in the health and wellbeing sectors.

?Offering assistance to others has been one of the strongest ways I have built my professional network. In practical terms, this has typically involved reviewing a colleague’s grant before submission, having a cup of coffee to brainstorm research ideas, or joining a PhD advisory team for a fresh perspective on a research area.

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The snowball effect

?By connecting with others in useful ways, I have demonstrated my value without necessarily asking for something in return. The more connections I’ve made, the more I’ve been able to become a broker for others, connected with peripheral ties, articulated my value and ultimately viewed as indispensable for a positive outcome in many areas.

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?Do you embrace networking in research? I’d love to hear your thoughts and reflections on what this looks like to you.

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