Networking In IT

Don't reach out cold until you have spoken and reconnected with all these people first and have asked for AIR + explained exactly what you are looking for. 🎈 Advice - career advice, job search advice, career pivot advice 🎈 Information - What's going on in the company, industry? What trends are they seeing? 🎈 Recommendations - Who do they recommend you speak with to learn more? What professional associations or groups do they recommend? Where do they go or what do they read to stay current? 🎯 Contact ALL these People So They Know What You Are Looking For 1. People You Used To Work With Your past work colleagues have seen you perform in the job and know your strengths and work ethic. These people make an excellent source of information to find out what changes are going on in the business and industry. You want to let them know you are looking for a new opportunity. 2. Friends, Family, Neighbors People you know are most likely to want to help you if they can. Your friends have a vast network of contacts you don’t know about. 3. Past Managers Assuming you and your previous manager or supervisor got along, it’s a good idea to reach out to them. Your past boss may know of upcoming opportunities at your old company 4. Target Company Employees Talking with people who work inside a company you're interested in allows you to learn what it is really like to work there. Plus they can provide advice and/or insight on the best way to apply. 5. Alumni/Classmates Don’t forget to tap into classmates, professors, and alumni as another potential pool of people to network with. Use LinkedIn's Alumni tool plus your school’s Advancement or Alumni office database. 6. Customers/Clients The people you’ve served already know you and are familiar with your work. Lean on them as a source of information about what’s going on. Your customers and clients have a feel of the work landscape and future needs. This information will help you position your most important skills and experience. 7. Vendors/Suppliers Similar to your clients and customers, these people know what it’s like to do business with you. They also have a finger on the pulse of what’s happening in your industry because they are still servicing businesses. 8. Service Providers (Doctors, accountants, hairdresser, etc.) Don’t overlook the business relationships you have with professionals who provide you with services. These people have their own vast network of contacts. 9. Fellow Volunteers If you volunteer, you’ve likely established relationships with other volunteers and people within the organization. These people have seen you give your time and effort.

Rumors are swirling that Deutsche Telekom (DT) is considering a full combination with T-Mobile US. While DT already holds a controlling majority of approximately 53%, this move could create a unified, corporate powerhouse, potentially the world’s largest telecom group beating China Mobile Limited. Here is what the "Mega-Merger" may mean: 1️⃣ Currently, the two entities operate with separate listings and complex cross- structures. A full combination would likely involve a new holding company making a stock bid for both. This isn't just about size; DT shares trade at well below the earning-multiple of T-Mobile (T-mobile contributes the bulk of its profits). 2️⃣ Reports suggest the combined entity might seek a primary listing in the US alongside a major European exchange. But as we have seen, these deals involve a lot of negotiations, regulatory hurdles and need political support. 3️⃣ If completed, this would be the largest-ever public M&A transaction in the sector. Is it a bet that in a world of AI-driven networks and global data needs, being a "regional" player is no longer enough? The companies are collaborating on future technologies, including a joint 6G Innovation Hub focused on AI-native networks. What do you think? 🥊 Does a "Full Combination" make sense for DT to finally capture the full value of the US market, or does the political and regulatory hurdle make this a bridge too far?

Most job seekers approach networking the wrong way. They think it’s about who they know, but the real game-changer? 🚀 Who knows YOU (and what you bring to the table). If the right people don’t think of you when an opportunity arises, you’re missing out on referrals, hidden roles, and direct introductions that can fast-track your job search. Here’s how to build real connections that lead to job offers: 1️⃣ Show Up Where Your Industry Hangs Out If no one in your field knows you exist, you’ll stay invisible to opportunities. Instead of lurking, start contributing. ✅ Comment on industry leaders' posts. Share insights, ask smart questions, and add value to conversations. ✅ Join relevant LinkedIn & Slack groups. Participate in discussions, answer questions, and share useful resources. ✅ Attend virtual or in-person events. Ask insightful questions in Q&As—people remember active participants. Example: Instead of just following a hiring manager, engage with their content. Comment: “I love this take on [topic]. We faced a similar challenge at [Company]—curious how your team tackled [specific aspect]?” This builds familiarity before you ever send a connection request. 2️⃣ Make Your LinkedIn Work for You If someone looks you up after seeing your comment or post—what will they find? ✅ Strong headline → “Marketing Manager | Grew SaaS ARR from $5M to $12M | Content & Demand Gen Expert” (Not “Seeking Opportunities”) ✅ Clear About section → Share your expertise and key achievements, not just a job history. 3️⃣ Warm Up Connections Before You Need Them Don’t be the person who only messages when they need a job. Instead, start relationships early. ✅ Reconnect with old colleagues: "Hey [Name], it’s been a while! I saw you recently moved to [Company]—how’s it going? Would love to catch up!" ✅ Follow up on online interactions: If someone responds to your comment, DM them: “Loved your perspective on [topic]! Would love to stay in touch.” ✅ Offer value before asking for help: If you see an article, podcast, or resource relevant to someone, share it: “Thought of you when I read this—figured you’d find it interesting!” 4️⃣ Turn Conversations into Opportunities The best networking doesn’t feel like networking—it feels like a genuine conversation. When talking to someone new: ✅ Be curious: Ask about their career journey, not just job openings. ✅ Make it easy: Instead of “Can you refer me?” ask: “Would you be open to sharing any advice on breaking into [industry]?” ✅ Follow up: If someone gives you advice, update them later: “Took your advice and connected with [Person]—really appreciate your insight!” Example: If you build relationships before you need them, you’ll be top of mind when the right opportunity comes up. Networking isn’t about chasing people—it’s about making yourself visible and valuable so opportunities naturally come your way. 💡 What’s one networking habit you can start today? Drop it in the comments! ⬇️

If you run a small business, networking isn’t just a nice-to-have. It’s an investment. Over the past year, I’ve attended events from an Amazon Web Services (AWS) soccer game to an American Express panel, and even a LinkedIn for Marketing launch party in NYC. One thing became clear: the connections you make and how you nurture them, can shape your business in ways you don’t see immediately. Here are 5 strategies that have made a real difference for Brkaway: Invest in conversations, not contacts. Showing up isn’t enough. At the AWS soccer game, I spent halftime asking people about their businesses and challenges instead of pitching Brkaway. That curiosity opened doors, sparked insights, and reinforced a simple truth: networking is about investing in others first. One warm introduction can change everything. Referrals and intros have outsized impact. A single connection might lead to a client, partner, or advice that saves months of trial and error. Showing up in the right rooms consistently keeps your business top of mind with the people who matter. Listen more than you pitch. At events like the AMEX panel, listening carefully was more powerful than rehearsing my elevator pitch. When you focus on understanding what others need, you build trust and credibility. People remember how you made them feel, not your elevator pitch. The best connections happen in between. At the NYC launch party, some of the most valuable conversations happened casually.. waiting for elevators, grabbing a drink, walking between spaces. Casual, unscripted moments often lead to more authentic relationships than formal networking. Follow up or it didn’t happen. Meeting someone is just the start. The real investment comes afterward: connecting on LinkedIn, tracking conversations, setting reminders, and engaging with people’s content. That’s how relationships grow into opportunities. Remember, networking isn’t a checkbox. It’s equity in your business. 

Most people think networking is how you get ahead - NO. Strategic Project Leaders create value and leaders seek them out; hence, their network grows— that is why they rise. 𝐓𝐡𝐞 𝐭𝐫𝐮𝐭𝐡 𝐢𝐬, 𝐨𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐢𝐞𝐬 𝐝𝐨 𝐧𝐨𝐭 𝐣𝐮𝐬𝐭 𝐜𝐨𝐦𝐞 𝐟𝐫𝐨𝐦 𝐰𝐡𝐚𝐭 𝐲𝐨𝐮 𝐤𝐧𝐨𝐰 𝐨𝐫 𝐞𝐯𝐞𝐧 𝐰𝐡𝐨 𝐲𝐨𝐮 𝐤𝐧𝐨𝐰, 𝐛𝐮𝐭 𝐟𝐫𝐨𝐦 𝐡𝐨𝐰 𝐲𝐨𝐮 𝐬𝐡𝐨𝐰 𝐮𝐩 𝐢𝐧 𝐭𝐡𝐨𝐬𝐞 𝐫𝐞𝐥𝐚𝐭𝐢𝐨𝐧𝐬𝐡𝐢𝐩𝐬. Executives and decision-makers are not impressed by flattery or forced small talk. They are moved by : ✔️clarity, ✔️ relevance, ✔️your ability to help them think differently or move faster toward a goal. This is where most professionals get it wrong: They network to be seen, instead of networking to be of service. When you shift your mindset from “How can this help me?” to “How can I create strategic value for this person or organisation?”—everything changes. 🪀Doors open. 🪀Conversations go deeper. 🪀Opportunities multiply. Strategic networking is not about volume—it is about intention. It is not only about visibility—it is about value to others. That is how I built relationships with leaders I once thought were out of reach. That is how you position yourself as someone worth aligning with. 👉Not just a professional. 👉Not just a contact. 👉A catalyst. Want to learn how to create value that builds networks like a Strategic Project Leader? Let’s talk. I will show you how I do it—and how you can too. #FolaElevates #StrategicLeadership #Networking #ProjectLeadership #StrategicElites #CareerAcceleration #ProjectIntelligence ----------------------- Adam Grant, a renowned organizational psychologist, also notes that successful networking is not about climbing the social ladder but creating meaningful, reciprocal relationships. This aligns with research from the Journal of Management Studies, which found that leaders with diverse networks are better positioned to identify and leverage new opportunities.

“Trust is built when people speak well of you in rooms you’re not in.” I am inundated at the moment with messages offering to find me new clients. A new service, a piece of tech and all usually involving AI. These strangers are after my money! But I know where my next deal will come from, and I don't need to pay a "carpetbagger" to help. For as long as I can remember, my new business has always come from my network, either directly or through an introduction. "𝐘𝐨𝐮 𝐬𝐡𝐨𝐮𝐥𝐝 𝐬𝐩𝐞𝐚𝐤 𝐰𝐢𝐭𝐡 𝐑𝐮𝐬𝐬𝐞𝐥𝐥. 𝐈'𝐦 𝐬𝐮𝐫𝐞 𝐡𝐞 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚𝐛𝐥𝐞 𝐭𝐨 𝐡𝐞𝐥𝐩" But of course, for this approach to work, you must build and maintain a network. You must create trust and clearly express your ask. You must be visible and approachable. You must be trusted. To help you and those in your network, I have written this article, breaking down seven practical steps to optimise your networking, built from years of experience growing global communities through Scottish Business Network and working across international markets. In the article, I focus on what actually drives results: clear intent, relevant connections, adding value, active listening, consistent follow-up, making introductions, and building long-term relationships. If you are serious about improving your networking strategy, personal brand, and business development, this is worth a read because small shifts in how you approach networking can have a disproportionate impact on outcomes. This advice is relevant for the entrepreneur building their business, the undergraduate starting their career and those who have suddenly found themselves losing their job. Please share, and hopefully, between us, we can help someone in need. What will you do differently this week to strengthen your professional network and build relationships that actually create opportunities?

𝙏𝙧𝙖𝙙𝙞𝙩𝙞𝙤𝙣𝙖𝙡 𝙣𝙚𝙩𝙬𝙤𝙧𝙠𝙞𝙣𝙜 𝙛𝙖𝙞𝙡𝙨 𝙬𝙤𝙢𝙚𝙣 𝙞𝙣 𝙡𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥.   I learned this sitting at a board dinner in Sydney - the only woman among twelve men.   The chairman mentioned they couldn't find female directors.   Days earlier, I had met five board-ready women actively seeking directorships.   This disconnect revealed everything wrong with how we approach professional advancement.   A few truths about real networking:   • Casual connections rarely create opportunities • Random events waste valuable time   • Most networking advice focuses on quantity over quality   𝙋𝙍𝙊𝙓𝙄𝙈𝙄𝙏𝙔 𝙏𝙊 𝙋𝙊𝙒𝙀𝙍 determines advancement more than talent.   Our research shows fewer than 5% of ASX and NASDAQ companies have balanced leadership. This persists because:   The system serves itself, not talent. Generic networking preserves existing hierarchies. Good networkers often make terrible leaders.   Here's what actually works:   𝘽𝙐𝙄𝙇𝘿 𝙎𝙏𝙍𝘼𝙏𝙀𝙂𝙄𝘾 𝙉𝙀𝙏𝙒𝙊𝙍𝙆𝙎 • Start with your end goal • Identify specific decision-makers • Create value before asking favors • Track every promising connection   𝙁𝙊𝘾𝙐𝙎 𝙊𝙉 𝘾𝙊𝙉𝙑𝙀𝙍𝙎𝙄𝙊𝙉 • One champion outweighs 100 contacts • Quality of connections beats quantity • Measure results, not activity   𝙇𝙀𝙑𝙀𝙍𝘼𝙂𝙀 𝙉𝙀𝙏𝙒𝙊𝙍𝙆 𝙀𝙁𝙁𝙀𝘾𝙏𝙎 • Help others reach their goals • Build reputation through results • Create new pathways to leadership   At Ellect, we tested this framework:   Results after 5 events: - 3 women secured board interviews - 2 received executive offers - 90% made advancement-focused connections   𝙏𝙧𝙖𝙙𝙞𝙩𝙞𝙤𝙣𝙖𝙡 𝙣𝙚𝙩𝙬𝙤𝙧𝙠𝙞𝙣𝙜 𝙢𝙚𝙖𝙨𝙪𝙧𝙚𝙨 𝙝𝙤𝙬 𝙢𝙖𝙣𝙮 𝙥𝙚𝙤𝙥𝙡𝙚 𝙮𝙤𝙪 𝙢𝙚𝙚𝙩. 𝙎𝙩𝙧𝙖𝙩𝙚𝙜𝙞𝙘 𝙣𝙚𝙩𝙬𝙤𝙧𝙠𝙞𝙣𝙜 𝙢𝙚𝙖𝙨𝙪𝙧𝙚𝙨 𝙝𝙤𝙬 𝙢𝙖𝙣𝙮 𝙙𝙤𝙤𝙧𝙨 𝙖𝙘𝙩𝙪𝙖𝙡𝙡𝙮 𝙤𝙥𝙚𝙣.   The difference drives everything.   https://lnkd.in/etjAFXks

One of the most underused strategies in business development is bringing people together around a theme. Think about it. Everyone is busy. Everyone gets invited to another reception or cocktail party. Most people say no because they know the value will be surface level. But when you create something intentional, something smaller and more thoughtful, people notice. They make time. A dinner for women GCs in private equity. A roundtable of next generation dealmakers. A conversation between founders and investors who have successfully scaled. These kinds of gatherings give people the chance to connect with peers who understand their challenges. They create space for conversations that don’t happen in a big room. And here’s the part many professionals miss — when you’re the one convening, you’re not just building your own network. You’re helping others expand theirs. You become known as someone who creates opportunities. That’s memorable. It makes people want to stay close to you and your organization because being connected to you means access to something bigger. But it doesn’t end with the event. The real business development happens in what you do afterward. ✔️ If two people hit it off, follow up and connect them directly. ✔️ Share a quick recap of themes from the evening to keep the conversation alive. ✔️ Create touchpoints — an article, a coffee, an invite to the next dinner. ✔️ Build continuity with a series so people look forward to the next one. ✔️ Share high level highlights on LinkedIn to reinforce your role as the connector. Bringing people together in the right way isn’t just about networking. It’s about creating community. And the professionals who do this well strengthen relationships, build influence and grow their business in ways that feel natural. Let me know when you think of this tip and if you will try it! #BusinessDevelopment #ClientDevelopment #Networking #LegalMarketing

Directors and VPs: Your network is expiring right now, and you do not know it. I see this every week with the senior professionals I work with. They have impressive titles, strong track records, and a LinkedIn connection count that looks healthy on paper. But the moment they need their network, they discover the truth. It was never a network. It was a contact list. Here is what separates the professionals who get called first for opportunities from the ones who are still waiting: 𝟭. 𝗔𝘂𝗱𝗶𝘁 𝘆𝗼𝘂𝗿 𝗻𝗲𝘁𝘄𝗼𝗿𝗸 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗱𝗼 𝗮𝗻𝘆𝘁𝗵𝗶𝗻𝗴 𝗲𝗹𝘀𝗲 Identify the ten people most relevant to where you want to go next. Then ask yourself one honest question: when did you last add value to any of them without needing something back? A contact list waits to be activated. A network grows whether you need it or not. 𝟮. 𝗟𝗲𝗮𝗱 𝘄𝗶𝘁𝗵 𝘃𝗮𝗹𝘂𝗲, 𝗻𝗼𝘁 𝗿𝗲𝗾𝘂𝗲𝘀𝘁𝘀 Before asking for anything, give something first. Share a relevant article, acknowledge a genuine win, or offer an introduction that benefits them. The senior professionals with the strongest networks are not the best askers. They are the most consistent givers. 𝟯. 𝗕𝘂𝗶𝗹𝗱 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝗼𝗻𝗲 𝗹𝗲𝘃𝗲𝗹 𝗮𝗯𝗼𝘃𝗲 𝘆𝗼𝘂𝗿 𝘁𝗮𝗿𝗴𝗲𝘁 Most professionals network laterally. The ones who grow fastest network upwards. Identify five people who are already where you want to be in three years. One relationship at that level is worth more than fifty connections at your current one. 𝟰. 𝗠𝗮𝗸𝗲 𝘆𝗼𝘂𝗿 𝗼𝘂𝘁𝗿𝗲𝗮𝗰𝗵 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰, 𝗻𝗼𝘁 𝗴𝗲𝗻𝗲𝗿𝗶𝗰 Never send "I would love to connect and explore opportunities." It signals zero preparation and zero respect for their time. Reference something specific about their work, their company, or their recent activity. Specificity signals you did the work. Generality signals you did not do it. 𝟱. 𝗦𝘁𝗮𝘆 𝘃𝗶𝘀𝗶𝗯𝗹𝗲 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀 Networking is not a series of one-off interactions. It is a presence you maintain over time without an agenda. Comment meaningfully, respond to updates, and check in without needing something. The professionals who get called first are not always the most qualified. They are simply the most present. A network is not built when you need it. It is built long before that moment arrives. And the professionals who understand this are never the ones caught starting from zero. Save this post if you are a Director or VP who knows your network needs attention. If you are ready to work on your positioning and your network intentionally, send me a message. I want to make sure it is the right fit before we start.

How senior engineering roles are actually filled (what no one tells you) After helping dozens of engineers land leadership positions, I've learned that the traditional approach to networking fails at senior levels. Here's what really works: 1. Stop collecting random connections. Start building a "brain trust" of 5-7 deep relationships with peers at your target level. These become your sounding board, insider guides, and eventually, your advocates. 2. Contribute meaningfully to technical communities before you need anything. Senior engineers who regularly share learnings in Slack groups, contribute to open source, or solve problems on GitHub build credibility that recruitment posts never can. 3. Document your engineering approach publicly. Writing thoughtful posts about technical decisions, architecture patterns, or leadership philosophies gives hiring managers insight into how you think—which matters more than your resume. 4. Master the "problem-focused" conversation. When meeting engineering leaders, avoid asking about job openings. Instead, ask about their current technical challenges and offer perspectives. These exchanges demonstrate your value naturally. 5. Find the "kingmakers" in your desired organization. These aren't recruiters or hiring managers—they're respected senior engineers whose technical opinion carries weight. One referral from them outweighs 50 applications. 6. Develop specialized knowledge in emerging areas where talent is scarce. Becoming the go-to person for a specific technical domain creates inbound opportunities when companies need that expertise. 7. Join technical decision-making forums. Participating in architecture reviews, RFC discussions, or technical design panels positions you alongside senior engineers and makes your transition to their level feel natural. 8. Create leverage through comparative knowledge. Engineers who can speak intelligently about how different companies solve similar technical problems bring unique value to senior discussions. 9. Understand the "hidden org chart" Who actually influences decisions versus who has the formal authority. This insight comes only through relationship building. 10. Be deliberately visible during company inflection points. Major product launches, technical migrations, or strategic pivots create opportunities for external experts to engage meaningfully. The traditional networking advice—attend events, send cold messages, ask for referrals—works for entry and mid-level roles but falls flat for senior positions. At senior levels, you don't get hired through applications. You get hired because the right people already know your value.